Product Mastery Now for Product Managers, Innovators, and Leaders

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The go-to conference for product managersWatch on YouTubeTLDRThis episode features the upcoming PDMA Ignite Innovation Summit, a must-attend event for product professionals. I’m talking with conference organizers Spike Ross-Corbett and Bill Reid about this year’s special 50th anniversary conference, the summit’s interactive workshops, keynote speaker, and valuable networking opportunities. Listeners will also hear about the product management and innovation resources offered by PDMA for ongoing professional development.

Introduction In this episode, we’re talking about one of my favorite things — the Product Development and Management Association’s (PDMA) Ignite Innovation Summit. I go to this annual conference because PDMA is the professional association that has taught me more than any other place about how to be a professional product person. PDMA is the professional association for product developers, managers, innovators, and leaders, and they have been researching the product space longer than anyone else.

Today, I’m joined by the PDMA conference organizers. Spike Ross-Corbett is VoC strategist at Unum, where his job is to bridge the gap between customer insight and building products. This is his third year as the PDMA summit chair. Bill Reid is vice president at Boulder Imaging, where he manages the hardware team, project management team, and innovation process. This is his eighth year on the summit committee.

The PDMA Ignite Innovation Summit will be held October 8-9th, 2026, in Atlanta, GA. Find out more at PDMAsummit.com and use code PDMACHAD20 for 20% off your registration.

Summary of Concepts Discussed for Product ManagersInside the PDMA Ignite Innovation Summit
Spike and Bill offer an in-depth preview of the PDMA Ignite Innovation Summit, taking place October 8th-9th in Atlanta, GA. The summit is designed for innovators, product managers, and leaders to learn actionable strategies and frameworks tailored for a cross-functional, cross-industry audience.

Interactive Workshops
This year’s summit features four hands-on workshops:

Dr. Bob Cooper on how AI can be integrated into Stage-Gate
Anshul Garg from Amazon on four dynamic leadership modes for different stages of product development
Brooke Rennison on BMW’s innovation system
Bill Reid and Jay Nakagawa from Dell Technologies on making TRIZ (Theory of Inventive Problem-Solving) more approachable

Pre-Summit Webinars
Pre-summit webinars August 18th and 25th help participants prepare, select workshops, and bring real-world problems to solve. These webinars are available to everyone, not only conference attendees. Check them out at PDMAsummit.com.

Outstanding Corporate Innovator (OCI) Award
The Outstanding Corporate Innovator Award session allows attendees to learn cutting-edge innovation best practices directly from award-winning companies.

Keynote Speaker – Dr. Robert Cooper
The keynote speaker this year is Dr. Robert Cooper, who will discuss the future of innovation and AI in product development.

Celebrating 50 Years of PDMA
This year marks PDMA’s 50th anniversary. The conference will celebrate the last 50 years and look ahead to the next 50 years of product development and innovation. Special events include a panel of past PDMA presidents and a Leaders Roundtable where industry leaders will discuss a playbook of innovation.

PDMA Resources & Community
PDMA offers a wealth of resources for product managers, including classic books, the PDMA Body of Knowledge, the Journal of Product Innovation Management (JPIM), and the K-Hub online knowledge base, available to both members and non-members. Unlike many professional associations, PDMA focuses on a discipline, not a single job title, so it’s open to people working in product management across functions and industries and brings together academics, practitioners, and consultants. One of PDMA’s core pillars is to build the community of innovators and product managers, and the opportunity to make in-person connections at the summit is an essential part of that.

Testimonials about the PDMA Summit
Bill, Spike, and I share some testimonials from attendees of the PDMA Summit:

“ The PDMA Summit is a gathering of passionate professionals who are striving to do the best work they can for their organizations. Learning from those with a variety of experience in a variety of industries helps me learn and solve the problems I’m facing in my role. It’s so valuable.”

“ As a newer member of the PDMA, I found the Innovation Summit to be an eye-opening experience. The abundance of insight presented from leading professionals was worth more than the price of admission.”

“ Connecting with product managers and innovators from various industries opened my eyes to a broader scope of my team’s potential.”

Useful Links Register for the PMDA Ignite Innovation Summit. Listeners get 20% off with code PDMACHAD20*. Teams of 3 or more also get a discount when registering. * Check out free resources in the PDMA kHUB

Innovation Quote“Stop the Stupid.” – Doug Hall

Application Questions1. What cross-industry innovation practices could you bring back from a conference like the PDMA Ignite Innovation Summit to your own team? 2. How has hands-on interaction with others, such as in a workshop, changed the way you solve product challenges or how would you expect it to help? 3. Do you have experience with frameworks like StageGate or TRIZ? How do you use them or what else would you like to learn about them? 4. How does connecting with professionals outside your direct industry expand your perspective as a product manager or innovator? 5. What value do you find in professional associations and their resources for your ongoing development as a product leader?

BioSpike Ross-Corbett is the Summit Chair and a member of the Board of Directors for the Product Development and Management Association (PDMA), where he leads the vision and execution of the annual Ignite Innovation Summit. Professionally, Spike is a Product Manager at Portland Marketing Analytics (PortMA), managing SaaS platforms that deliver data-driven insights and operational efficiency. Spike holds a Bachelor of Science degree in Economics from the University of Southern Maine. Before his career in product management, he served in the United States Coast Guard, where he oversaw ordnance programs and training initiatives. He currently resides in Maine.

Bill Reid brings over 35 years of experience in all aspects of product development, from start-ups to global corporations like Ford, GE Aircraft Engines, GM, and Covidien. Since 2007, he has led innovation and consulting efforts through his company, Immersed, and currently serves as Vice President at Boulder Imaging, overseeing hardware engineering, production, supply chain, and professional services. Bill is a certified New Product Development Professional, serves on the PDMA board, and holds degrees in mechanical and aerospace engineering. He is the inventor or co-inventor on 24 U.S. patents and the author of Immersed in the Cave, a self-published book on innovation.

Thanks!Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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Will AI change product management forever?Watch on YouTubeTLDRIn this episode of Product Mastery Now, I’m once again talking with product management legend Bob Cooper about how AI is reshaping product development. Covering recent research and industry trends, we discuss where AI is making an impact, why most AI implementations fail, and what companies can do to successfully integrate AI into product development processes. We also touch on the ongoing importance of customer discovery, organizational change management, and governance as AI tools proliferate.

IntroductionEvery few years, something comes along that people say will change product development forever — anyone remember Extreme Programming? That is only one of many. But, this time, they might be right. AI is now writing code, generating concepts, running analysis, drafting the business case, and writing PRDs — the very work that used to define new product development and management. So what happens to how we build products?

My guest has spent four decades studying what actually drives new product success. He discovered the Stage-Gate process, he’s been called the world’s top innovation management scholar, and this October he’s delivering the keynote at the PDMA annual conference in Atlanta. Today we get a preview of that thinking — how AI is reshaping the way products are conceived, developed, and launched.

Summary of Concepts Discussed for Product ManagersAI Adoption in Product Development
Bob Cooper shares findings from his recent research on corporate AI adoption in product management, which revealed that while interest in AI is high, actual usage is less widespread than expected. Firms are harnessing AI especially in the front end of product development for tasks like market studies, competitive analysis, technical assessments, idea generation, and screening. However, adoption drops in the product design and launch phases, with risk aversion and high costs acting as barriers. After launch, some companies are leveraging AI tools to synthesize customer feedback for future iterations.

Why Most AI Implementations Fail
Despite the hype, failure rates for AI projects are alarmingly high, with some studies reporting 80-95% of AI implementations fail to deliver ROI. Bob unpacks the root causes: Often, IT teams propose that the R&D or product teams use shiny new AI tools, but they don’t actually meet the developers’ needs, so they aren’t implemented. Another limitation on AI specific to product management is faulty data. It’s challenging to use AI to put together data from many sources while ensuring it doesn’t invent any data. Many businesses grossly underestimate the amount of time and energy necessary to get good data. Companies that effectively begin using AI have a clear strategy and goals with committed support from top management.

Necessity of Customer Discovery
Bob has noticed that organizations often fail to do adequate voice-of-process or voice-of-business discovery to figure out how AI could help their business. Likewise, companies, especially in software, may think that voice-of-the-customer research isn’t necessary since they can just build products very quickly and see what customers like. However, VOC research remains essential to avoid wasting time and ensure you’re delivering products customers value.

Governance and Decision-Making in the Age of AI
In portfolio and project governance, most product leaders are reluctant to give up decision-making to machines. Bob encourages the development of tools that not only gather information but help make sense of it.

Bob’s Keynote at the PDMA Ignite Innovation Summit
Bob will be giving the keynote at the Product Development and Management Association’s (PDMA) Ignite Innovation Summit this October. This year celebrates PDMA’s 50th birthday, and Bob has been involved since the beginning. He authored the first article in the first issue of the Journal of Product Innovation Management and discovered Stage Gate, an integration of successful playbooks for the new product process.

Useful Links* Learn more about the Product Development and Management Association (PDMA) * Learn more about the PDMA Ignite Innovation Summit, October 8-9, 2026, in Atlanta

Innovation Quote“AI and product development — don’t give up.” – Bob Cooper

Application Questions1. How are you already using AI, if at all? What tasks in your product development process could benefit the most from AI right now? 2. Which challenges or organizational barriers does your team face when implementing new AI tools? 3. How do you ensure customer discovery remains a priority with increased development speed enabled by AI? 4. In your organization, is your top management for, against, or neutral on AI use in product development? 5. How could your governance processes better leverage AI tools without losing human judgment and accountability?

BioDr. Robert G. Cooper is the creator of the world-famous Stage-Gate® process, and was named the “World’s Top Innovation Management Scholar by the prestigious U.S. Journal of Product Innovation Management and winner of the best seminar leader of the year at Sweden’s Chalmers Institute in Goteborg. He is also a Fellow of the Product Development and Management Association (PDMA). He has combined practical consulting with ground-breaking research for many years. Besides his best-selling books “Winning at New Products” and “Portfolio Management for New Products”, he has published more than 130 articles on R&D and innovation management.

Dr. Cooper is Professor Emeritus at McMaster University in Canada and ISBM Distinguished Research Fellow at Pennsylvania State University in the USA. He is also President of the Product Development Institute offering innovation know-how and support around the world. Many companies in North America, Europe and Asia have introduced his methods, including 3M, ABB, BASF, Bosch-Siemens, Carlsberg, Caterpillar, Diageo, Dow Chemical, DuPont, Exxon Chemicals, HP, Honeywell, ITT, L.M. Ericsson, LEGO, Procter & Gamble, and Swarovski.

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The Psycho-Aesthetics methodology that helps product managers design products customers loveWatch on YouTubeTLDRIn this episode of Product Mastery Now, Ravi Sawhney, designer and founder of RKS Design, joins me to share his 40+ years of insights on designing products customers love. He discusses the origins of Psycho-Aesthetics, a human-centered design methodology, and demonstrates how deep empathy and understanding of customer aspirations lead to emotionally resonant and commercially successful products. The episode is packed with practical examples, including how Ravi’s team used deep empathy to transformatively redesign the MiniMed insulin pump.

IntroductionOur guest today, Ravi Sawhney, has spent more than forty years designing products you’d recognize – from Teddy Ruxpin, the first animated talking bear, to RKS electric guitars, which won several design awards and were played by Mick Jagger, Keith Richards, and other artists, to a medical device that changed how an entire category of patients felt about themselves. He started his career at Xerox PARC, working on one of the very first touchscreen interfaces, when it was bleeding-edge technology. Along the way, he developed a methodology, Psycho-Aesthetics, that Harvard now teaches – a systematic way to design products people genuinely love, which is our goal as product professionals. Today, he’s still the founder and CEO of RKS Design, the design and innovation firm he started back in 1980, where he continues to help companies create products that connect powerfully with customers. In this episode, you’ll learn about creating such products that customers love.

Summary of Concepts Discussed for Product ManagersHuman Behavior Informs Product Design
At Xerox, Ravi worked on one of the first touchscreens. As he watched customers interact with this new technology and worked with human-centered psychologists, he realized that product design is fundamentally about human motivation and behavior, not just functionality.

Great Products Create Emotional Connection
Ravi discusses why a purely functional product often fails to capture customer loyalty. He explains that products must provide emotional empowerment and self-actualization to create memorable experiences and lasting customer bonds.

What is Psycho-Aesthetics?
Ravi developed Psycho-Aesthetics, a systematic, repeatable methodology enabling innovators to adopt their customers’ perspectives and identify white space opportunities for product development, which are areas of unmet needs. This methodology goes beyond Design Thinking and is structured to be accessible to both product teams and students. Ravi’s group recently released an AI tool called PA-AI to help innovators apply Psycho-Aesthetics. Designed to be scalable and accessible (especially for students), the tool aims to reduce product failure rates by focusing on unmet customer needs.

Using Personas with Psycho-Aesthetics
Ravi uses personas to understand customers’ needs. His teams use ethnography to understand a market segment’s key attractors and then write a “help me” statement about the problem they need solved. This process helps product teams understand current needs and anticipate future aspirations, giving them a forward-looking edge.

Using Human-Centered Thinking to Redesign the Insulin Pump
Ravi tells the story of how he and the RKS team redesigned the MiniMed 507 insulin pump. Ravi and others on the design team lived out the experience of diabetic patients firsthand. They used insulin pumps that pumped saline and experienced the social stigma of using these medical devices in public. They realized that patients were choosing not to use the MiniMed insulin pump, although it could improve their length and quality of life, because of the stigma attached to being perceived as ill. The design team modified the device to look like a high-end pager, so patients could use it discretely. Removing the emotional barrier led to dramatic sales growth and improved quality of life for users.

Predict the Future and Think Globally
Ravi advises product managers to study their customers well enough to know not only what they say they need now but what they will need in the future. He also recommends that product managers think globally and have empathy for customers whose lives are very different from their own.

Useful Links Check out Ravi’s books, Psycho-Aesthetics 2.0 and Predictable Magic* * Learn more about Psycho-Aesthetics * Visit the RKS Design website * Check out PA-AI

Innovation Quote “It’s not how you feel about the design or experience. It’s how it makes you feel about yourself.” – Ravi Sawhney

Application Questions1. How can you ensure your products create not only functionality but also make emotional connections to users? 2. What methods can your team adopt to better anticipate white space opportunities instead of only reacting to current customer feedback? 3. In what ways could ethnography or becoming the customer improve your understanding of users’ true needs and barriers? 4. How might you leverage AI tools to support, rather than replace, a human-centered innovation process? 5. Reflecting on your current product, what aspects of its experience help the user feel empowered and self-actualized? Where could this be improved?

BioRavi Sawhney has spent more than forty years at the forefront of product and technology innovation. He is a serial entrepreneur, business leader, author, lecturer, and thought leader on design and innovation. He is founder and CEO of RKS Design, a forty-year-old design and innovation firm that has developed solutions for clients in diverse industries, incubated companies, created licensed products, assembled a high-caliber team of colleagues, and accumulated accolades from the media and design juries.

Sawhney is also the inventor of the Psycho-Aesthetics® design methodology, which Harvard Business Press has explored as a business school case study. Psycho-Aesthetics® is the central focus of Predictable Magic, a book co-authored by Sawhney and published by Wharton School Publishing in 2010.

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Predictable Magic: Unleash the Power of Design Strategy to Transform Your Business

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Vocal techniques to help product managers sound more capableWatch on YouTubeTLDRIn this episode of Product Mastery Now, executive voice coach Jimmy Cannon joins me to explore why even the most prepared professionals can lose their voice under pressure, and, most importantly, how to regain command in those key presentation moments. Drawing on decades of stage experience and the latest research in voice science, Jimmy Cannon shares actionable tools for breathing, calming nerves, and connecting authentically with an audience, whether you’re leading a team meeting or presenting to your CEO.

IntroductionMy guest today spent decades on stage as a professional musician — playing saxophone and singing alongside artists like Tom Jones and Roger Taylor of Queen — before reinventing himself as an executive voice coach. Today he helps leaders sound as capable as they actually are, especially in those difficult, pressure-filled moments. If you’ve ever walked into a big presentation fully prepared and then watched your own voice tighten up and betray you, this conversation is for you. In this episode, you’ll learn why your voice fails you under pressure, such as when defending a roadmap, and what to do for your voice to be reliable and to sound like an executive.

Summary of Concepts Discussed for Product ManagersWhy Your Voice Fails You
Jimmy explains that although it is important to prepare for a presentation, preparing content will not help you in the moment if your body freezes and your mind goes blank. Often, during public speaking, people experience a physiological response, in which their sympathetic nervous system causes throat tightening and other symptoms. To combat this, Jimmy recommends a method to activate the parasympathetic nervous system.

One Idea, One Breath
Jimmy explains his core technique, One Idea, One Breath. Breath causes the voice to resonate. Jimmy recommends elongating the out-breath, activating your vagus nerve and parasympathetic nervous system, causing your heart rate to lower and calming you. Elongate your phrasing and vowels and use all your breath. Many people take shallow breaths in their chest, but it is more calming to take deep breaths from your diaphragm.

Jimmy demonstrates vocal exercises like straw phonation and elongating vowels, to build muscle memory and regulate the nervous system. Many people speak in short phrases. Jimmy recommends preparing what you want to say, and then saying one idea with one controlled, elongated breath.

Building Audience Connection
Break the fourth wall, such as by asking the audience a question, helps put both the audience and the speaker at ease. Jimmy recommends focusing on the intention of your words, to connect with the audience.

Mindfulness for In-the-Moment Confidence
Mindfulness techniques, which Jimmy learned as part of Acceptance and Commitment Therapy, can help anchor you in the present when negative thoughts arise. Jimmy walks through a simple exercise: Notice five things you can see, five things you can hear, and five things you can feel. While doing this, concentrate on deep, long breaths. This exercise can bring you into the present and diffuse negative thoughts.

Useful Links* Take a free quiz: “How Reliable Is Your Voice Under Pressure?” * Attend a free workshop: One Idea. One Breath * Book a discovery call to learn more about coaching with Jimmy

Innovation Quote“If in doubt, breathe out.” – Ron Morris and Linda Hutchison

Application Questions1. Can you recall a time when your voice betrayed you in a high-stakes meeting or presentation? What did you do? 2. Have you ever tried breathing or mindfulness techniques before a big meeting? What worked (or didn’t) for you? 3. How could practicing “One Idea, One Breath” change the way you present complex information to stakeholders? 4. What strategies have you used to engage your audiences and establish connection at the outset of a presentation? 5. What role do you think authenticity or sincerity plays in influencing others, and how might that relate to vocal delivery?

BioJimmy Cannon is an Executive Voice and Communication Coach and ACT Practitioner. He helps leaders speak with confidence, clarity, and calm authority by aligning their voice, body, and presence so the message lands every time. His work focuses on leadership communication, confident speaking, and public speaking under pressure.

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Lessons from the discoverer of Stage-Gate for product managersIntroductionFor our 600th episode, we are re-running an episode with a legend in product management, Dr. Robert Cooper, who has made many foundational contributions to product management and innovation. He is the keynote speaker at the next PDMA annual conference, Oct 8-9 in Atlanta, GA – details at www.pdmasummit.com.

Dr. Robert Cooper discovered the now famous Stage-Gate process and was named the “World’s Top Innovation Management Scholar” by the prestigious Journal of Product Innovation Management. Besides his best-selling books Winning at New Products and Portfolio Management for New Products, he has published more than 130 articles on R&D and innovation management. He is frequently helping organizations succeed while also holding the role of Professor Emeritus at McMaster University and Distinguished Research Fellow at Penn State University.

Summary of Concepts Discussed for Product Managers[3:05] What key challenges are medium and large organizations encountering today when trying to get new products into the marketplace?We’re facing new uncertainty and risks. Companies have to think about what to do short-term to keep the lights on and what to do long-term for bolder innovations. Some companies will retreat and cut their spending by cutting bolder long-term innovations, and we saw in the recession around 2010 that was a bad strategy.

In some mature industries, it is increasingly difficult to find opportunities for new products. In the 1920s and 1930s, there was no absence of problems in telecommunications. They couldn’t even send a long-distance call because there were no amplifiers, no vacuum tubes, and no transistors. They had to invent all those things. When you have no absence of customer or user problems, if you’re reasonably intelligent, you can usually come up with the inventions and the necessary breakthrough new products. Today it’s harder in the telecommunications business because there are problems but not as evident as formerly. Other industries like IT are still going strong with many opportunities and problems to solve, but it’s becoming increasingly tougher to find fantastic voids in the marketplace.

Another challenge is fortitude of the general manager to keep spending at the same level when it is tougher and tougher to get the return on investment you need.

On the other hand, there are all kinds of new technologies like AI, biosciences, and new opportunities in the medical field. These technological possibilities should generate all kinds of new product opportunities.

[7:38] What advice do you give leaders about making strategic decisions?There are many risks and uncertainties like the supply chain, market size, and expected profitability. The numbers we put in our business cases are notoriously wrong often by a factor of two. Many business cases are fantasy because there are so many unknowns, which people usually don’t factor in. Take a hard look at how you do your business case in light of increasing uncertainties and build that in somehow.

I have a new article coming out on expected commercial value, which builds likelihoods into the business case. How do you estimate likelihoods? We didn’t know how to do it in the past, but now we have estimates from companies like Dow Chemical and 3M. They have put together probability tables that give the likelihood of success under certain circumstances, because they’ve studied enough projects to know. Do the net present value calculations with correction factors for likelihood of success.

The other piece of advice is getting the product right. Sometimes people do voice-of-customer analysis and think they understand the customer’s needs, then spend a year designing a prototype, then do field trials and everything goes wrong. The customer’s needs have changed or the customers didn’t understand their own needs.

Instead, we recommend iterative innovation. Build something really fast and demo it to the customer to get instant feedback. Get the product out in their face fast, early, often, and cheap. The first version doesn’t have to be the real product. You can create a computer simulation or animation. Show the customer something in the first three weeks of development and repeat every four weeks. Demo to management too because you need their buy-in and support.

[13:07] What’s an example of using iterative innovation?Steve Jobs said, “Customers don’t know what they want until they see it.” LEGO has a B2B business called LEGO Education, which sells learning products to schools and teachers. It’s a combination of IT software and LEGO blocks. There was a new product coming out that LEGO had been working on for about four years and couldn’t get right. It was a creative writing curriculum to teach younger children how to be more creative writers. LEGO had several panels of teachers, and they asked them, “What are you looking for in this product?” And the teachers weren’t sure. One of the teachers finally said, “Why don’t you build something and show it to us? And then we’ll tell you if it’s right.” The team got into iterative development or Agile Stage Gate, and it worked very well.

[17:46] What do organizations need to rethink about portfolio management?One of the major challenges is having too many projects in the pipeline for available resources. Nobody has the fortitude to say no, so the default option is to do them all. By doing them all, we guarantee they’re all late. When you do a portfolio review and re-rank all the projects, you find out that a few of them that look shiny and bright at the beginning are not quite so shiny and bright over time. Maybe it is time for a tough re-review of the entire set of projects to kill some of them to benefit the whole portfolio.

You can rank the projects from 1 to 15, lop off the bottom 5, and reallocate the resources to the top 10, but who has the guts to do that? You’re going to be annoying or discouraging somebody. But let’s face it, some projects are the bottom third and maybe their resources are better spend on the the top two thirds.

You have to have buckets and rank each bucket separately because you can’t compare minor modifications and bold innovations. Someone has to have the method and the guts to do this re-ranking and get top management on board. Those meetings are pretty tough, especially the first one, but it has got to be done. Otherwise your projects are going to be late or under-resourced, and success rates will go down.

Use a good method for ranking projects. Have a tough portfolio manager. Have a good data system.

Often, when projects go through gates or portfolio review, the only criteria for go are “Is it on schedule?” and “Is it on budget?” Those are the the wrong questions. They’re backward-looking questions. Instead, ask forward-looking questions like, “Does this project still offer great value to the company?” and “What’s the financial value going forward?” Net present value and productivity index are good metrics for that.

[22:55] What bucket approach do you use?The first key step is knowing where your money and resources are going now. Make a pie chart of the breakdown across the buckets by numbers of projects, a second pie chart of where the resources are going, and a third pie chart of first-year sales for new projects. Often, you might find that where the sales are coming from is not where the resources are going. You might be putting most of your seed on the worst fields.

[28:03] What do people misunderstand about Stage-Gate that you would like them to know?The Stage-Gate process came from stories of successful entrepreneurs and teams. These projects had bold and assertive project leaders and teams that did everything right and had huge successes. Today companies have lost that entrepreneurial risk-taking approach. They’ve burdened their Stage-Gate process with too much paperwork and check-the-box exercises.

Get rid of non-value-added work. Apply Lean principles. Map out your process beginning-to-end on a big roll of paper or post-it-notes. Get rid of all the unnecessary stuff. It only takes about a day to do that exercise and then a little longer to improve the process. Before you get into Agile, get your process working right.

Action Guide: Put the information Bob shared into action now. Click here to download the Action Guide.Useful links:* Visit Bob’s website * Check out the PDMA Handbook 4th edition

Innovation Quote“There are two ways to win at new products. The first way is ‘doing projects right’—and that’s what Stage-Gate is all about—a stage-by-stage process to drive new products to market effectively. The second way is ‘doing the right projects’—and that’s about project selection, making the right investment decisions, and portfolio management. The problem here is that management’s batting average is worse than the toss of a coin—only 25% percent of projects approved for development become commercial successes! Let’s see how to do both ways to win better.” – Bob Cooper

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Choose useful beliefs to become a better product managerWatch on YouTubeTLDRIn this episode of Product Mastery Now, three-time returning guest Nir Eyal discusses his latest book, Beyond Belief. The conversation dives into how our underlying beliefs shape our actions, careers, and the products we build, with science-backed strategies for challenging limiting beliefs, reframing workplace motivation, and building liberating beliefs that help teams thrive.

IntroductionThere are guests you have on once. And there are guests you keep coming back to because as the field keeps moving so do they.

Nir Eyal keeps moving, learning, and informing us on how to make better products and how to be better ourselves. Twelve years ago he joined me on episode 30 to talk about Hooked — how great products are built on human behavior, not just features. He came back on episode 259 for Indistractable — how we take our attention back in a device-filled world.

Now he’s gone deeper. His new book is Beyond Belief — a science-backed look at the hidden assumptions that decide what we think is possible and how our psychology impacts what we can accomplish. And for product managers and leaders, the beliefs we carry about our work, our teams, and ourselves shape everything we accomplish, including the products we ship.

Summary of Concepts Discussed for Product ManagersNir’s New Book, Beyond Belief
Nir’s newest book, Beyond Belief, was inspired by conversations with people who had read his previous book, Indistractable, and complained that it didn’t work for them, despite not having actually tried any of the practices the book recommended. Nir wondered why, in an age when we know so much, we often fail to put information into action.

What Are Beliefs?
Nir distinguishes between facts, faith, and beliefs. He defines facts as objective truths, faith as convictions that do not require evidence, and beliefs as convictions that are open to revision based on evidence. Beliefs are malleable. Nir explains that many problems come from not realizing that many of the things we think are facts are actually beliefs. In order to change our behavior, we should ask ourselves, “Is this belief serving me or hurting me?”

Beliefs change what we see. If you don’t believe something is possible, you won’t stay motivated to do it. Long-term motivation requires a behavior, a benefit, and belief. You must believe that you are capable of performing the behavior and that by doing so you will receive the benefit.

The Three Powers of Belief
Nir introduces three powers of belief.

Attention: Our beliefs change what we see.
Anticipation: Our beliefs change what we feel.
Agency: Our beliefs change what we do.

Together, these powers of belief determine who we become.

Preparing for the Pain
Nir critiques “manifesting,” which focuses on outcomes. Research shows that envisioning outcomes makes people less likely to achieve those outcomes. A more effective practice is focusing on the process needed to achieve those outcomes. This is how athletes prepare for an event — they visualize what they are going to do and how they are going to react when something goes wrong. Nir recommends that in a business context, leaders should help their teams “prepare for the pain” rather than fixating on the ends. When we believe the pain can serve a purpose, it does not become suffering. Top performers feel the same pain as everyone else, but they believe it serves a purpose, and can therefore sustain motivation over the long term instead of quitting.

Reframing Negative Beliefs
Nir recommends a technique called the turnaround to help product leaders turn limiting beliefs into liberating beliefs. When you’re experience pain, such as being stuck in your career, instead of focusing on your suffering, ask yourself, “What is the benefit here?” Maybe you have more time to spend with family or extra time to look for another job during a time of rapid change. These reframed beliefs increase motivation and decrease suffering. Nir recommends collecting a portfolio of perspectives to ask yourself, “Could the opposite of what’s causing your suffering also be true?”

Beliefs can be useful even if untrue. For example, Amazon uses the belief, “It’s always day one.” This isn’t true, but it is useful. Liberating beliefs don’t have to be true but they can be aspirational and are open to change based on the evidence.

Useful Beliefs for Product Teams
Nir describes how product leaders can help their teams adopt useful beliefs. Leaders should have beliefs that they are willing to sacrifice for, that the team will stake their reputation on no matter what. This beliefs should be specific and fitting to the organization.

Useful Links Check out Nir’s book, Beyond Belief: The Science-Backed Way to Stop Limiting Yourself and Achieve Breakthrough Results* * Get a free five-minute belief change guide * Get bonus content and the 30-Day Belief Transformation Journal * Visit Nir’s website * Connect with Nir on LinkedIn

Innovation Quote“Beliefs are tools, not truths.” – Nir Eyal

Application Questions1. What are some beliefs you hold about your role or your product that might be limiting your possibilities or team outcomes? 2. How does your team approach setbacks or failures—do your shared beliefs encourage learning, or do they focus on blame and avoidance? 3. In what ways could you introduce liberating beliefs within your organization, and how would you measure their impact on motivation and results? 4. How can you distinguish between facts, faith, and beliefs in your day-to-day product decisions? Where might you be treating beliefs as facts? 5. What team or company-wide beliefs (spoken or unspoken) have you noticed, and how do they help or hinder your team’s success and innovation?

BioNir Eyal is a globally recognized authority on behavior change and human potential. His frameworks have empowered millions to build better habits, enhance focus, and unlock greater agency in their lives and work. A former lecturer at the Stanford Graduate School of Business and the Hasso Plattner Institute of Design at Stanford, Nir has collaborated with leaders and organizations worldwide to boost performance through behavior design.

He is the New York Times bestselling author of the international bestsellers Hooked: How to Build Habit-Forming Productsand Indistractable: How to Control Your Attention and Choose Your Life, which have sold over one million copies in more than 30 languages. Hooked was a finalist for the 2014 Goodreads Choice Awards. Indistractable won the 2019 Outstanding Works of Literature (OWL) Award and was named one of the Best Business & Leadership Books of the Year by Amazon, Audible, and The Globe and Mail. His third book, Beyond Belief: The Science-Backed Way to Stop Limiting Yourself and Achieve Breakthrough Results, became an instant New York Times best-seller and reveals how to identify and replace the hidden beliefs that define our limits.

As a seasoned entrepreneur and angel investor, Nir has backed multi-billion-dollar companies, including Canva, Kahoot!, and others. In addition to blogging at NirAndFar.com, his writing has been featured in The New York Times, Harvard Business Review, The Atlantic, and Psychology Today. For over 25 years, he has worked alongside his wife and business partner, Julie Li.

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Innovation portfolio management connects strategy and executionWatch on YouTubeTLDRIn this episode, I’m interviewing Noel Sobelman, author of Innovation Portfolio Management, about how organizations can bridge the gap between strategy and execution through effective innovation portfolio management. We discuss the structure, governance, and decision-making processes behind managing innovation portfolios, practical insights from real-world examples, and the growing impact of AI on portfolio management.

IntroductionMost leaders will tell you innovation is a top priority. But ask a more pointed question: is your portfolio actually funding the right bets? In many organizations, that will show how little of a priority innovation actually is. The money keeps flowing to safe, incremental projects while the bets that could grow the business are ignored.

My guest has spent 35 years closing that gap. Noel Sobelman is an innovation and product development lifer. He ran product lines at Motorola and Honeywell before spending 25 years helping companies systematically innovate, now as a partner at Accel Management Group. He’s the author of a new book, Innovation Portfolio Management: Linking Strategy to Execution. We’ll discuss how you actually build an innovation portfolio. Should your big innovation bets live separately from your existing products? And how AI is impacting portfolio management.

Summary of Concepts Discussed for Product ManagersEvery Product Manager Should Care about Portfolio Management:
Noel explains that portfolio management affects product managers every day, even if they’re not directly in charge of the portfolio. Portfolio management determines which projects get resourced, and product managers need to be able to advocate for the products they believe should be prioritized to best meet customer needs. It is important for product managers to understand the selection mechanism used in portfolio management, so they can champion their ideas effectively and help the company make strategic trade-offs.

Connective Tissue between Strategy and Execution:
Noel breaks down how strategy set at a corporate level cascades through business units and product lines, emphasizing the need for clear decision-making structures. Practical tools and routines such as quarterly portfolio reviews allow organizations to regularly adjust their portfolio in response to market shifts, resource constraints, and emerging technologies.

Real-World Example: Medical Device Company:
Noel describes a medical device company whose top-down business goal to grow 10% year-over-year was not supported by the safe bets and incremental innovation that each business unit was doing. The company fixed this by agreeing on evaluation criteria to prioritize projects. They used quarterly decision-making forums to connect strategy and execution and decide on their portfolio. An analysis team made recommendations about product prioritization to the decision-making team. Using these improved processes, the company shifted resources toward breakthrough initiatives, increasing its opportunities for growth.

Organizing and Managing the Portfolio:
Businesses can organize their innovation into core, adjacent, and transformative categories. An organization should choose how to allocate these resources to these categories based on how aggressively they want to grow. Noel explains that organizations often need separate portfolios and governance structures for disruptive innovation versus core business. Accurate data is essential for making informed prioritization decisions.

AI in Portfolio Management:
AI’s rapid evolution demands even more agility from portfolio management. Noel notes that not only does AI create new business opportunities, but portfolio management tools are now incorporating AI to help forecast resources and optimize project decisions.

Useful Links Learn more about Accel Management Group * Preorder Innovation Portfolio Management: Linking Strategy to Execution* (released September 22, 2026) * Connect with Noel on LinkedIn

Innovation Quote“Fall in love with the problem, not the solution.” – Ash Maurya and others

Application Questions1. How well do you understand your organization’s selection criteria for deciding which projects to fund or terminate? 2. What role do you play in communicating customer needs or market changes that could impact portfolio priorities? 3. When was the last time your team revisited its roadmaps or priorities in response to new technologies like AI? 4. Have you experienced projects that linger without delivering value? What steps could help identify and address them? 5. If you could change one thing about your organization’s approach to portfolio management, what would it be and why?

BioNoel Sobelman works with corporate leaders to accelerate core business vitality while simultaneously building new sources of growth. For the past 30 years, he has worked in growth strategy, innovation capability building, portfolio management, organization design, ecosystem development, and digital enablement. He is widely recognized for bringing a practical, actionable approach to companies looking to ignite change. 

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The innovation playbook behind global FMCG giantsWatch on YouTubeTLDRIn this episode, I’m interviewing Deirdre Walters, co-founder of Untapped Innovation and former Procter & Gamble R&D leader, on the importance of deep user understanding in product development. Deirdre Walters shares the origins and application of the Technical Product Story Framework, a story-driven approach to innovation that bridges the empathy gap between R&D and customer needs. Our conversation covers practical tools, real-world examples, and advice for fostering true consumer centricity to create breakthrough products.

IntroductionMany products fail. Anyone who has spent time in product development knows it. The question is, why? This question drove my PhD research. Usually it’s not because the technology was bad. It’s not because the team wasn’t smart or wasn’t working hard enough. It’s because somewhere between the whiteboard and the launch, the product lost the plot and the user got forgotten. The team optimized for what they could build or wanted to build instead of what someone actually needed.

My guest today has spent 30 years with this gap. Deirdre Walters spent 15 years at Procter & Gamble — across R&D, manufacturing, and marketing — and while she was there, she co-developed the Technical Product Story framework. Procter & Gamble and others still use it today. In 2012, she co-founded Untapped Innovation, an award-winning consultancy that works with some of the biggest names in consumer goods — Unilever, Kellogg’s, PepsiCo, Kimberly-Clark, and more — helping them build products that actually win in the market.

Now, you might be thinking: I work in software, not shampoo or cereal. What does consumer goods have to do with me? The answer is more than you’d expect, regardless of the industry you are in.

Summary of Concepts Discussed for Product ManagersThe Consumer is Boss:
Deirdre began working as a scientist at P&G in manufacturing and then transitioned to product research where she focused on consumer understanding. Her job involved talking to customers in their homes. She points out that consumers can easily misrepresent things, like forgetting to mention a product they use, so it’s important to observe customers directly and dig deeper. At P&G, Deirdre was taught that “the consumer is boss.” Scientists and engineers should remain curious and be open to multiple possible solutions.

The Technical Product Story Framework:
Deirdre outlines the Technical Product Story Framework, which takes inspiration from Joseph Campbell’s elements of storytelling. It was originally developed at P&G and later refined for Untapped Innovation’s clients. It tells the product’s story in four chapters:

Consumer Needs
Root Cause of the Problem
Introduction of the Solution
Happily Ever After — how has the world changed as a result of the product?

Research shows that stories are 20 times easier to remember and act upon than other types of information. The consumer is the hero of this story. This narrative framing can save up to 12-18 months on product development.

Example of the Power of Storytelling in Product Development:
Deirdre gives concrete examples of consumer research for Kimberly Clark’s toilet paper innovation. They asked consumers how they thought about cleaning in general and were able to develop better toilet paper by taking inspiration from consumers’ affinity for microfiber cleaning cloths.

Common Innovation Pitfalls and Solutions:
Deirdre describes mistakes companies frequently make, such as being too brand-led rather than user-led. Instead, companies should listen to the voice of the customer and make sure the consumers’ needs match the brand.

Tools for Innovation from Untapping Innovation:
Deirdre’s new book, Untapping Innovation, contains a toolkit for effective innovation. One is the Ideal Product Model, which helps you make a blueprint for building a product. The blueprint starts with consumer jobs to be done, including functional and emotional jobs. Next is the sensory experience, which uses adjectives to describe attributes like how the product looks, smells, tastes, or sounds. The next layer is technical mechanisms, including the ingredients or packaging necessary to deliver on the sensory experience and do the jobs. Next are measures that prove the product is delivering on the experience. Every mechanism must trace back to an attribute and a job to be done. If it can’t it should be stripped out.

Another tool is the minimum viable product, to build a prototype of must-haves and then add delightful differentiators.

The technical mode of action is a tool to do root cause analysis to understand why current alternatives are deficient. It then builds a case for a new mode of action and tells a story of how a new product can uniquely address user needs.

Useful Links Learn more about Untapped Innovation * Check out Untapping Innovation* * Connect with Deirdre and the other authors, Sally Kemkers and Suzanne Allers, on LinkedIn * Check out Untapped Innovation on LinkedIn

Innovation Quote“You don’t rise to the level of your goals. You fall to the level of your systems.” – James Clear

Application Questions1. When was the last time your team spent time observing users in their environment, and what unexpected insights did you gain? 2. How does your organization balance technical possibilities with actual user needs during the product development process? 3. In your current product narratives, who is the “hero”, your customer or your solution? How could reframing the story benefit your outcomes? 4. What systems or frameworks do you use to ensure real user pain points are clearly defined before ideation begins? 5. Reflecting on your team’s approach to innovation, what’s one step you could take this month to shift toward deeper consumer centricity?

BioDeirdre Walters is a Founding Partner at Untapped Innovation, an award-winning consultancy focused on helping global R&D and innovation teams translate human insights and emerging technology into successful products. With over 15 years of cross-functional experience at Procter & Gamble across R&D, Manufacturing, and Marketing, she co-developed the ‘Technical Product Story’ framework, a user-centric innovation methodology still used by P&G globally today. Since co-founding Untapped Innovation in 2012, Deirdre has guided Fortune 500 companies and SMEs in consumer healthcare, beauty, and food & beverage to develop breakthrough products, craft compelling narratives, and accelerate market entry. Beyond her consultancy, she launched the Innovation Gym to train R&D teams and co-founded STEM Untapped CIC, a non-profit dedicated to increasing STEM career access for underrepresented teens. Deirdre is also an active angel investor championing female-led ventures and inclusive innovation. Her work has been featured in The Independent, Business Insider, and The Grocer, and she is a recognized speaker and author.

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Innovators think, “There has to be a better way”Watch on YouTubeTLDRIn this episode of Product Mastery Now, I’m interviewing serial entrepreneur and innovation leader Phil Burks. Phil shares the humble beginnings of his now-global software company, the Genesis Group, lessons learned from solving his own business problems, the importance of intuitive and practical innovation, and strategies for building innovative organizations. He also discusses his work nurturing the next generation of innovators through LeTourneau University’s R&D initiative.

IntroductionMost entrepreneurs don’t set out to build a global company. They set out to solve one problem. Phil Burks set out to help a client manage their two-way radio network and wrote the software himself, in his bedroom, on a DOS computer. That was 1989. Today, The Genesis Group has offices in Tyler, Texas and London, serving some of the world’s largest public safety communications networks.

Along the way, Phil has started multiple companies across very different industries and become a trustee at his alma mater, LeTourneau University, where he now guides an R&D initiative designed to train the next generation of engineering innovators. That’s not a bad track record for someone who started by writing code in his bedroom. I wanted to find out how a person builds innovation into their companies, not as a buzzword, but as a practice. The answer is more practical than you might expect.

Summary of Concepts Discussed for Product ManagersFrom Solving a Problem to Building a Business:
Phil Burks wrote the original Genesis software so he didn’t have to do repetitive tasks for invoicing for his two-way radio business. He says he “works hard to be lazy.” He began selling his invoicing software and soon developed other products for data analytics. His software business evolved into a suite of software products, thanks to insights from direct customer needs and data analysis, and was eventually adopted by some of the world’s largest public safety communications networks. Phil attributes his success to paying attention to real-world constraints and leveraging feedback from users, often leading to the creation and refinement of new products.

Innovation from Unexpected Places:
For Phil, innovation is often intuitive. He thinks about the world differently and innovates by thinking “there has to be a better way.” He recommends that product managers listen, and they may find surprising opportunities for innovation.

Building an Innovative Culture:
At Genesis Group, culture is intentionally shaped to foster innovation. Phil encourages characteristics he calls CHIFF: Clever, High quality, Innovative, Functional, and Fun. Giving back to the community is also integral to employee development and creativity.

Embracing Failure as a Stepping Stone:
Phil takes inspiration from R.G. LeTourneau, who experienced many failures along the way to success. Phil celebrates failure as a necessary part of innovation.

Useful Links Visit Phil’s website * Learn more about Genesis * Check out Phil’s book, How to Eat a Failure Sandwich*

Innovation Quote“Work hard to be lazy.” – Phil Burks

Application Questions1. How can you apply the principle of “working hard to be lazy” to encourage innovative problem-solving within your team? 2. What are some ways to organically identify new product opportunities from everyday business challenges and customer feedback? 3. How can your organization foster a culture where “savoring the surprise” leads to actionable innovation? 4. What steps can you take to ensure failure is viewed as a valuable learning experience, both personally and for your team? 5. How might you design or influence programs that support the development of future product innovators in your company or community?

BioShortly after college, Phil began a rising career in sales with Motorola. An oilfield client offered a new position and opportunity for Phil to start a communication tower rental company and in 1980 Jecca Towers was born. Jecca owned towers and sold & installed towers for MCI, AT&T and various communication firms. In 1988 Motorola made an offer that was accepted to purchase all assets of Jecca Towers, and The Genesis Group began. In 1989, Genesis grew from a single DOS based billing software product that Phil wrote in his bedroom, to now over 30 Windows and browser-based software products that are designed to enhance Motorola critical two-way radio systems. Genesis software is globally installed for government and industrial clients too numerous to mention. Phil is in process of retiring and spends many days mentoring young entrepreneurs, especially those with a Kingdom mindset. He is a trustee at LeTourneau University, Longview, Texas. Phil is also the current president of RGRD (R.G. LeTourneau Research & Development). Phil has published “How To Eat A Failure Sandwich,” a book about how major failures and near failures built Genesis.

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How to Eat a Failure Sandwich: An Entrepreneur's Guide to Failure - a Memoir

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Masterclass on how to innovate for product managersWatch on YouTubeTLDRIn this kick-off to a new innovation series, I’m breaking down what innovation means inside organizations, dispelling myths, sharing insights from a recent one-day innovation workshop, and emphasizing customer-centric value. I introduce tools like the Bain Company’s Elements of Value Pyramid, discuss how innovation creates organizational tension, and highlight Amazon’s mastery of balancing innovation with execution. The episode sets the stage for the next deep-dive on specific innovation processes.

Introduction This is the start of a new series on how to innovate and what it means to innovate inside an organization. Recently I had a great opportunity to do a one-day innovation workshop, and in this episode I’m bringing you some of the highlights from that workshop.

For those of you who might be new to the podcast, my background is product innovation and product management. I started in electrical engineering and then became the person who spent time with customers, understanding their problem, developing prototypes of what solutions might look like, and then leading teams to make those prototypes into something real for the customer. Along the way, I got fascinated by a innovation problem, and that drove me back to do a PhD in innovation. I fully intended to be working for an organization after that, helping to lead innovation in the organization. Instead, I found myself teaching, and I’ve continued that. These days I have the pleasure of teaching graduate innovation, product innovation, and innovation management courses, as well as helping companies with innovation.

Summary of Concepts Discussed for Product ManagersCreating Value for Customers:
The workshop started with an icebreaker that had participants take a product they had with them, like a pen or laptop, and describe the value that product creates for them. Real innovation is tied to delivering customer value, not just invention.

Elements of Value Pyramid:
Bain & Company’s Elements of Value Pyramid breaks value down into four levels: functional, emotional, life-changing, and social impact. The product must meet a functional need, but meeting emotional needs is also important and frequently overlooked.

What Innovation Is:
Innovation can be defined as is a process of devising a product concept that satisfies the customer’s unmet needs. Innovation can also be described as a process that consists of activity phases and decision gates which produces new or improved products. Another definition of innovation is a process for developing a successful culture of innovation, bringing together the different individuals and groups across the organization for ideas to be created, developed, and implemented. In all of these definition, innovation is a process for delivering new value for a customer.

Innovation Myths:
Lone geniuses don’t often create innovations. Instead, innovation is usually done by a team. Innovation takes place over time, not in a eureka moment. Another myth is that failure is fatal. Since innovation involves doing something new, mistakes are expected and can lead to learning. It’s easy to think that innovation is someone else’s job, but everyone in an organization should be innovating. Innovation is a process that can be learned.

Why Organizations Struggle with Innovation:
A significant barrier to innovation is organizational tension between the “execution engine” (focused on predictable, reliable operations) and the “innovation engine” (which requires experimenting and embracing uncertainty). Successful companies integrate both engines and foster a culture that values experimentation and learning from failure.

Application Questions1. In your organization, what does creating customer value look like in practice? 2. Have you encountered any of the innovation myths discussed, such as the lone genius or “failure is fatal”? How have those beliefs impacted your team? 3. How might you use tools like the Elements of Value Pyramid to better articulate value in your current product work? 4. What are the greatest sources of tension between your organization’s execution and innovation efforts, and how could you address them? 5. How can you make space for rapid experimentation and learning, even if your organization is focused on stability and predictability?

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Product managers catalyze radical transformation using AIWatch on YouTubeTLDRMost AI initiatives in business are failing, not because of technology, but due to weak systems and leadership challenges. Maggie Nichols and Jon Adams join me in this episode to discuss why AI isn’t delivering on its promises and what product leaders can do to drive real transformation. Success hinges on system-level change, cross-functional collaboration, and a willingness to reimagine how your organization works. Tune in to uncover actionable insights and leadership moves to get your AI journey on the right track.

IntroductionThere’s a number that keeps showing up in the research on AI in business. Depending on which study you read, somewhere between 80 and 95 percent of AI initiatives are either stalling, underperforming, or being quietly walked back. Meanwhile, the headlines keep telling us AI is transforming everything. So what’s actually going on? I’ve got two guests with me today who have seen what is happening inside hundreds of organizations and what is actually working.

Returning guest Maggie Nichols is the CEO of Eureka! Ranch, a firm that has spent 35 years turning innovation from a random gamble into a repeatable system, working with over 2,000 companies across 22 countries. Jon Adams is the CEO of SALIX Data, a 25-year old firm that makes data meaningful for their clients and has deployed over 125 AI models across some of the most demanding industries — banking, healthcare, insurance, manufacturing, and more.

Together they’ve identified five themes they believe every leader needs to understand about why AI is failing in organizations and how to fix it. None of it is what you’d expect.

Summary of Concepts Discussed for Product ManagersAI is an Amplifier, Not a Rescue:
Maggie and Jon challenge the idea that AI is a “magic pill.” AI only amplifies what’s already in place — good systems become better, but broken systems spiral further out of control. If your processes are dysfunctional, AI just makes bad outcomes happen faster. Success is often blocked by poor foundational systems and low-quality data that can’t be trusted to drive autonomous decisions.

Systems Thinking:
When problems occur, they are usually not due to individual effort but to system failure. Strong leadership that fixes the system unlocks both human and AI potential.

Strategic Use of AI:
Maggie introduces a two-by-two matrix as a framework to help companies avoid the optimization trap (see the matrix). The vertical axis has two regions: eliminating waste and growth. The horizontal axis has two regions: incremental and transformational. Many companies focus their use of AI on incremental work that eliminates waste, which doesn’t provide much ROI. Using AI for growth and transformation can provide more value. Maggie recommends 85% of work on incremental optimization and 15% on transformational work.

Using AI to Reimagine Innovation:
Jon points out that most organizations lack the change management abilities to implement radical transformations using AI. Sustainable AI success depends on building an innovation culture and aligning strategy, people, data, technology, and risk.

AI Transformation Is a Journey, Not a Destination:
Both guests emphasize the need for a system-wide, leadership-driven approach. Key steps include ensuring data integrity, building AI fluency across teams, spotting high-leverage opportunities, and sustaining innovation momentum. Be prepared for a multi-year journey. Radical transformation doesn’t happen overnight.

Immediate Actions for Product Managers:
Product innovators are uniquely positioned to drive the journey to AI transformation. Maggie encourages PMs to rebrand themselves as partners or catalysts for transformation. Seek out internal allies, have conversations about radical transformation, and help create systems.

Useful Links* Get more resources on AI from Eureka! Ranch * Learn more about SALIX Data * Connect with Maggie and Jon on LinkedIn

Innovation Quote“I wasn’t called to be successful. I was called to be faithful.” – Mother Teresa

“ The factory offers only 3% of the opportunity for systems thinking. The real opportunity, 97%, is in strategy, innovation, and how we work together.” – W. Edwards Deming

Application Questions1. How does your organization currently use AI? What would it take to pursue more transformational AI projects? 2. How reliable is your team’s data (gold, silver, or bronze), and how does that impact your ability to leverage AI? 3. In what ways are workarounds and departmental silos undermining your organization’s potential for system-level improvement? 4. As a product manager, what can you do to foster cross-functional collaboration and leadership engagement around AI? 5. What one system or process in your organization is ripe for radical reinvention with AI? How would you begin that conversation with leadership?

BioMaggie Nichols is the CEO of the Eureka! Ranch. Throughout her career at Eureka! she’s worked with hundreds of leaders to innovate across B2B, B2C, Industrial, Services, Government and non-profit sectors with notable organizations like Humana, March of Dimes, Department of Commerce, Butterball, Ford, Schlumberger, Johnson & Johnson, Frito-Lay, GSK, Toyota and Chase Bank. Today she leads the Eureka! Ranch, a company founded by Doug Hall, and serves as an executive coach for leadership teams focused on innovation.

Jon Adams is the Co-Founder and President of SALIX Data, an award-winning provider of Artificial Intelligence, Business Process Outsourcing, and Litigation Support Solutions. Since launching SALIX in 1999 with his brother, Jon has grown the company from a basement startup into a global operation with teams in the United States, India, and Kenya, serving more than 2,500 clients across industries such as healthcare, financial services, legal, and manufacturing. A recognized speaker, Jon has presented at over 200 conferences worldwide, advising leaders on leveraging AI, automation, and analytics to drive sustainable growth. His leadership is grounded in partnership, stewardship, and a commitment to long-term impact for clients, employees, and communities.

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Go where your customers work to understand their needsTLDRThis episode of Product Mastery Now features Paul Krug, Senior Product Manager at Komatsu, discussing the role of culture in product management. We explore how to foster a collaborative team environment, get customer insights, and navigate organizational challenges to deliver products customers love.

IntroductionToday, we are exploring Product Management Culture. It is the most vital and often the most frustrating part of our work, because when the culture fails, it is likely the product eventually follows. This is applicable to all product innovation, but for context, I just toured Komatsu, makers of mining and construction equipment, including the largest machines I have stood next to.

Our guest is Paul Krug. He is a Senior Product Manager at Komatsu, where he manages the Mine Air Products portfolio. Paul has a proven track record of doubling sales through customer-centric redesign and brings a unique perspective from his years in both general management and engineering leadership.

Summary of Concepts Discussed for Product ManagersVoice of the Customer at Komatsu:
Komatsu uses an idea called “Gemba,” which means going where the work is. Paul explains that product managers at Komatsu can’t understand customer needs without getting their hard hats on and talking to customers where they work.

Building a Healthy Product Culture:
Paul lists attributes of an effective product management culture: accomplishment-focused management, regular cross-functional conversations, and the importance of strong team dynamics. He suggests that being a “people person” and building relationships with employees across the organization are essential for product managers.

Navigating Constraints & Organizational Realities:
Paul addresses challenges faced by product managers who are “responsible for everything and nothing.” Product managers need to act as organizational ambassadors to other functions in the company and know something about other parts of the company, such as engineering and accounting. Paul also recommended that new product managers seek mentors.

Driving Change and Reinforcing Good Culture:
Paul describes product managers as entrepreneurs embedded in large companies. Unlike a solo entrepreneur who can take large risks, product managers have to follow the rules of their organization. Paul recommends getting to know the unwritten rules and culture of your company, and when you find something you want to change, work with allies such as a VP to share the risk. To reinforce positive product team culture, Paul advocates for team travel, joint field experiences, and dedicated offsite strategy sessions.

Systems Thinking & Expanding Responsibilities:
Paul gave some examples of solving problems that are not typically the product team’s responsibility but were able to create more value for customers and the business. He noticed that Komatsu was losing sales due to not knowing how to price their products. Paul took the initiative to reevaluate pricing and approach it more strategically. His team also created a P&L statement to help them communicate more effectively with management, because “if you can’t measure it, you can’t improve it.”

Useful Links* Connect with Paul on LinkedIn * Learn more about Komatsu

Innovation Quote“The joy of accomplishment is the greatest joy there is.” – R. G. Letourneau

Application Questions1. How do you currently gather voice-of-the-customer insights, and how could going where the work is strengthen your approach? 2. What specific actions can you take to build and sustain a collaborative team culture in your organization? 3. As a product manager “responsible for everything and nothing,” how do you influence stakeholders across different functions? 4. When you identify cultural or process barriers, what steps have you found most effective for enacting change within your company? 5. How do you prioritize the SLQDC product decision tree (safety, law, quality, delivery, cost) in your own work, and where do you see room for improvement?

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A framework for making the most of AI rather than letting it replace youWatch on YouTubeTLDRAI is fundamentally changing the role of the product manager. While core skills like solving customer problems and using human judgment remain, many traditional and entry-level tasks are being automated. Tom Leung, Director of Product Management at Meta, joins me to share his thoughts on the evolving role of the product manager. He also explains his Flare Wide, Focus Hard, Ship Less framework to help product managers make better prioritization decisions.

IntroductionThe way we build products is shifting rapidly, and relying on the old playbook is a fast track to being replaced by AI. Today, we are discussing how AI is impacting the role of the Product Manager—the good and the ugly.

If you are feeling overwhelmed by the flood of new AI tools, or if you are feeling pressure from stakeholders to just build faster because “AI makes it easy,” you are navigating a very common friction point. In this discussion, you’ll learn actionable steps to adapt your role and a timely new framework called “Flare Wide. Focus Hard. Ship Less.”

Tom Leung is back with us. He is a Director of Product Management at Meta and Managing Partner at Palo Alto Foundry, which makes startup investments and provides startup advisory services. With past product leadership roles at Google and YouTube, he has spent over two decades driving innovation and is actively charting the future of AI in product management. He also has a podcast called Fireside Product Management.

Tom brings a wealth of knowledge as a two-time startup founder with successful exits and as an executive product leader. While he is currently a product leader at Meta, he’s joining us today to share his personal frameworks and industry perspective, not as a company spokesperson.

Summary of Concepts Discussed for Product ManagersHow AI Is Disrupting Product Management:
Tom and I open the conversation by discussing AI’s impact on product development. Many skills once vital to the product manager toolkit, especially early-career and administrative activities, are being replaced by AI agents. Tasks like competitive research and note-taking now require less human input, reducing demand for entry-level PMs but also freeing up time for higher-impact work. However, customer problem-solving, measurable impact, and sound judgment remain essential for product managers.

Product Management Careers in Entrepreneurship:
According to Tom, the old route of early-career PMs joining large organizations for foundational training is fading. Fewer early-career PM roles means aspiring PMs may need to build skills at startups or small businesses, where they can develop their use of AI. If aspiring PMs own an enterprise, they can celebrate advances in AI because they help their entire business, rather than worrying about being replaced by AI. Tom points out that this ownership mindset requires more entrepreneurial courage.

New Key Skills for PMs:
A critical new skill is managing and critically reviewing the output from AI agents. PMs must catch mistakes hallucinations and avoid outsourcing their judgment to AI. Humans are still needed for prioritization and decision-making, while AI accelerates prototyping and documentation. Tom suggests that early-career PMs today who are less involved in prototyping may still be able to develop pattern-recognition and intuition similar to their older colleagues because AI will enable them to rapidly prototype and ship many more feature and products.

Evolving Product Development Processes:
Tom notes that current documentation and roadmap practices were originally designed for a pre-AI world. AI enables the creation of more artifacts and prototypes in less time, but organizations haven’t yet redefined how to process or prioritize this expanded output. This calls for a re-architecture of product processes and more strategic focus.

Using AI Tools to Write Product Requirements Documents:
Tom shares his experience using AI tools such as Claude to write product requirements documents (PRD). He recommends giving the AI tool a long prompt with a lot of context and telling it to ask you five follow-up questions to make the PRD better. Rather than outsourcing your thinking to an AI agent, use it as a brainstorming and writing partner.

Tom’s “Flare Wide, Focus Hard, Ship Less” Framework:
Tom introduces his Flare Wide, Focus Hard, Ship Less framework: Leverage AI’s capacity to explore, but don’t lose sight of solving actual customer problems and smart prioritization. With the ability to build much more than before, product teams need to be judicious: Just because you can ship more doesn’t mean you should.

Useful Links* Subscribe to Fireside Product Management on Substack * Connect with Tom on LinkedIn * Learn about Tom’s Coaching for product professionals and leaders

Innovation Quote“The product manager of the future is going to be more like a hedge fund manager than a builder.” – Tom Leung

Application Questions1. Which core product management skills do you believe will never be automated, and how can you double down on them today? 2. How are you currently integrating AI tools into your product workflow, and what new challenges have you noticed? 3. In what ways could your organization’s product development processes be re-architected to leverage AI more effectively? 4. What strategies can you employ to ensure that increased prototyping speed doesn’t lead to shipping “slop” or losing customer focus? 5. As the product manager role shifts, how will you develop or demonstrate strong prioritization and judgment skills to remain competitive?

BioTom Leung is a Director of Product Management at Meta and Managing Partner at Palo Alto Foundry, which makes startup investments and provides startup advisory services. With past product leadership roles at Google and YouTube, he has spent over two decades driving innovation and is actively charting the future of AI in product management. He also has a podcast called Fireside Product Management.

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Apply techniques from the military to show up as the person you want to be when the pressure is onWatch on YouTubeTLDRIn this episode of Product Mastery Now, I’m joined by former UK Special Forces operator and mental performance coach Simon Jeffries. We dive into actionable strategies and systems for product teams to perform under intense pressure without burning out or breaking. From building daily routines that optimize mental fitness to practical drills for responding under stress, our conversation brings military-grade performance insights to the world of product management.

IntroductionPressure breaks some teams and builds others. In this episode, we are tackling how you and your product teams can perform under intense pressure without breaking. You face hard deadlines, shifting stakeholder demands, and unexpected feature failures. To avoid burnout and perform well, you need specific techniques and systems to manage your reactions, reduce decision fatigue, and lead your team through high-stress product development cycles.

We’ll learn some of those techniques with the help of Simon Jeffries, a former UK Special Forces operator and founder of The Natural Edge. He trains leaders to build the daily operating systems required to perform at their best even when the pressure is immense.

Summary of Concepts Discussed for Product ManagersElite Military to Mental Performance Coaching:
Simon Jeffries shares his journey from Special Forces to management consulting, where he first experienced the impact of unmanaged stress and inconsistent habits. Realizing he’d left behind the performance principles of the military, he began researching and deconstructing elite performance for application in everyday professional life. He explains that just like physical fitness, mental fitness can be trained.

Three Pillars for Performance:
Simon introduces his performance framework:

Hardware (physical health)
Software (mindset)
Structure (routines and habits)

If any one of these pillars is weak, it can lead to underperformance. When all of them are strong, you show up nine times out of ten as the person you want to be.

Debunking Fixed Mindsets:
Simon challenges the common belief that people can’t change and explains neuroplasticity and the growth mindset. To respond to stressful situations, he recommends a three-step process called the Chaos Drill: Take a deep breath, pause, and then intentionally respond, using phrases like “Good. Now what?”

60-Minute Freedom Gap:
Product managers often feel the pressure of endless meetings and 14-hour days. Simon recommends taking intentional time at the start and end of the day, such as exercising, walking, or being present with family. In sports and the military, recovery and rest are treated as important as output, but in business rest is often forgotten. Simon explains how boundaries, planning, and saying “no” can yield outsized gains in productivity.

After-Action Reviews and Building Trust:
Drawing from military practice, Simon details how frequent, blame-free reviews help teams continuously improve. Listening to everyone’s voice equally, focusing on process (not personal blame), and encouraging vulnerability among leaders builds a culture of trust and growth.

Quick Wins for Mental Fitness:
From breathwork to environment design (turning off phone notifications, removing unhealthy snacks), Simon recommends adopting micro-habits that reinforce better decision-making and self-regulation throughout the day.

Useful Links* Check out Simon’s website, The Natural Edge * Connect with Simon on LinkedIn or Instagram

Innovation Quote“Success doesn’t come from the gear or the tech. It comes from the operator behind them.” – military phrase

Application Questions1. Which of the three pillars—hardware, software, structure—do you find most challenging to maintain under pressure? Why? 2. How do you typically respond to high-stress situations at work? How could you be more intentional in your responses? 3. What current routines or boundaries do you have (or wish you had) to protect your mental fitness? 4. How frequently does your team pause for after-action reviews or retrospectives? What would make these sessions safer and more constructive? 5. What is one small change you could make this week to train your mental fitness?

BioSimon served as a Royal Marines Commando before passing Special Forces selection and completing three combat tours. He’s now the founder of The Natural Edge, where he works with business owners who look capable on paper but are reactive and inconsistent under real pressure. 

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Product management practices to stay entrepreneurial as your company growsWatch on YouTubeTLDRIn this episode of Product Mastery Now, I’m interviewing Lean Startup pioneer Eric Ries about his new book, Incorruptible: Why Good Companies Go Bad and How Great Companies Stay Great. We discuss the friction that arises when established organizations try to innovate like startups, the underlying management and governance forces at play, and practical frameworks for protecting trust and fostering sustainable product innovation.

IntroductionYou build a product your customers love. Then, the pressure mounts: You’re asked to cut costs, raise prices, hit this quarter’s numbers, and sacrifice trust for a quick win. If you have ever been told by leadership, “We need to act like a startup,” only to find the corporate structure makes it impossible, or if you have been pressured to alter a roadmap just to hit end-of-quarter metrics, you know something about this friction.

In this episode, you’ll learn what drives this friction along with tools and frameworks to prevent it, which are detailed in the new book from Eric Ries, Incorruptible: Why Good Companies Go Bad… And How Great Companies Stay Great. Eric has revolutionized our field with The Lean Startup. Now, he is making waves with Incorruptible, offering the blueprint for building and protecting products and organizations that last.

Summary of Concepts Discussed for Product ManagersWhy Acting Like a Startup Is So Hard:
Eric Ries explains that large organizations struggle to behave like startups not because of size or bureaucracy alone, but due to deeply entrenched management systems designed for predictability, not innovation. He draws on historical examples like GM’s invention of modern management to show that traditional accountability methods depend on accurate forecasting, which doesn’t suit the uncertainty of entrepreneurship. This fundamental mismatch creates friction for innovation inside established companies.

The Corporate Immune System Against Innovation:
Eric describes companies that act as creativity-dampening fields where organizational controls and accountability designed for operational excellence suppress new ideas. Such companies inadvertently build immune systems that destroy pockets of innovation by punishing risk-taking and prioritizing process over progress, even though everyone claims to value creativity.

Eric’s Framework for Changing Culture and Management for Innovation:
Addressing how to overcome these barriers, Eric emphasizes that culture, accountability, process, and people are all interconnected. He says that to create lasting change, a company can’t just take away the old process. They must replace it with a new process. He outlines his three-phase process for innovation:

Phase 1: Begin with experimentation in the pockets of innovation, which are exceptions. Senior leaders must see how much influence and time are required for even the most basic innovation, so that they understand the barriers to innovation in their organization.

Phase 2: Once the leaders and organization understand that change is possible, they can lead company-wide directives to change the culture and stimulate innovation.

Phase 3: Finally, the deep systems of the organization, such as resource allocation and team construction, can change to optimize for innovation.

A Single System of Entrepreneurship and Operations:
I ask Eric whether he sees innovation and operations as separate or merged, and he explains that a single integrated system works best, with entrepreneurship as a function. Innovation that begins in the startup-like parts of the company must eventually be integrated into formal operations. For this to work, innovation can’t be confined to an entrepreneurial team, nor is operational excellence absent from creative work. Entrepreneurship should be treated with as much formality and rigor as other essential functions, like finance, with clear roles, measures, and objectives throughout the organization.

Why Good Companies Go Bad:
Incorruptible was inspired by Eric’s observation that as many companies grow, they succumb to “big-co disease.” He writes that the so-called “best practices” of organization management actually destroy value. His book explains why these best practices have been adopted and the new best practices that should replace them.

The Downfall of FedMart:
Eric shares the story of Saul Price, founder of discount retailer FedMart. Initially, Saul’s goal was to always put his customer first, and FedMart became very successful because of customer loyalty. However, when he took the company public, he was under constant pressure to cut corners. Saul took the company private again, but his board fired him, and soon after the investors drove the company into the ground by following “best practices” at the expense of customers.

Eric argues that financial gravity is the most powerful force inside companies, and poor management practices can lead companies away from value creation. However, it is possible to build companies that are strong enough to resist that pressure.

Elements of Better Governance:
Eric recommends two questions to test the quality of governance in an organization:

Coherence: Are all organizational resources pulling toward a common goal or have they fragmented into in-fighting?
Integrity: Are the customers the first priority of business?

Practical Advice for Product Leaders:
Eric introduces the concept of torchbearers, those who irrationally commit to doing the right thing for the customer, even when pressured to cut corners. He urges product leaders to recognize trustworthiness as a critical resource, protect it, and frame discussions with executives and boards around its value. Speaking the language of finance by quantifying customer trust strengthens the case against short-term compromises.

Useful Links Check out Incorruptible: Why Good Companies Go Bad…and How Great Companies Stay Great*, released May 26, 2026, on Amazon or in your local bookstore * Check out Eric’s newsletter, The Lean Startup

Innovation Quote“ Mr. Roundtree, the owner of the Roundtree Chocolate Factory is not the leader of the Roundtree Chocolate Factory. He is a good leader because he instills in his people this sense of common purpose. And the common purpose, not Mr. Roundtree, is their invisible leader.” – Mary Park Follett

Application Questions1. Where do you see the biggest friction between innovation and operations in your organization? 2. How does your company measure progress for new initiatives, and is it aligned with the uncertainty of innovation? 3. What creativity-dampening controls or processes exist in your environment, and how could they be changed or bypassed? 4. How is trust with customers tracked and valued in your company’s decision-making, and how could you better protect it? 5. Who are the torchbearers in your organization, and what can you do as a product manager to support, empower, or become one?

BioOver the last two decades, Eric Ries’s ideas about continuous innovation, long-term thinking, governance, and market reform have reshaped company building and management practices. He is the creator of the Lean Startup method, and the author of the New York Times bestseller The Lean Startup; The Leader’s Guide; and The Startup Way.

As a founder, he has put his own ideas into practice with The Long-Term Stock Exchange (LTSE); Answer.AI, an AI R&D lab; the Lean Startup Co, which teaches and supports the implementation of Lean Startup; Virgil, a legal services startup; and IMVU, where the ideas that became the Lean Startup method were forged. On his podcast, The Eric Ries Show, he talks to guests including world-class technologists, thought leaders, and executives working to build profitable companies for the long-term benefit of society. Eric has served as an entrepreneur-in-residence at Harvard Business School and IDEO. He lives in the San Francisco Bay Area with his wife and three children.

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Delighting customers turned this McDonald’s fry guy into an owner/operator of 11 franchisesWatch on YouTubeTLDRIn this episode of Product Mastery Now, I’m interviewing Mike Yontz, owner/operator of 11 McDonald’s restaurants, about scaling customer experience, leadership philosophies, and innovation within the McDonald’s ecosystem. Mike shares his journey from “fry guy” to owner, the importance of empathy and leadership development, insights into McDonald’s collaborative innovation, and advice for maintaining customer focus as organizations scale.

IntroductionCan you answer this riddle? I’m sitting at a cafe early one morning, working on my laptop. I observe three customers in a row going to the front counter and being greeted by name. As the fourth customer approaches, the person behind the counter says, “Good morning Tim. Here’s your newspaper. Do you want your usual?” Where am I?

If you answered a local coffee shop, that would make sense. A Starbucks maybe? Not one I have been too. No, this occurred at a McDonald’s store. I was shocked. I was also curious who the person behind the counter was that welcomed customers by name. So, I went to find out and then we talked for an hour about what it takes to create a delightful customer experience like that.

The person behind the counter was Mike Yontz, owner/operator of the McDonald’s store. Turns out Mike has “ketchup in his veins.” He started as a young “fry guy,” and has since worked his way up to currently owning 11 stores. He is a second-generation operator who has lived through the evolution of the world’s most iconic brand—the Golden Arches.

Scaling a culture of excellence is one of the hardest challenges in leadership. In this discussion, Mike shares the philosophies and practices he uses to maintain that level of customer delight across 11 stores and 500 employees.

Summary of Concepts Discussed for Product ManagersFrom Fry Guy to Owner/Operator:
On his journey from a 14-year-old fry cook to leading 11 McDonald’s stores, Mike developed operational knowledge along with an understanding of how to lead people. His goal is to make life easier for his employees and be empathetic to their needs has served him well throughout his career.

When I met Mike in 2014 in Arizona, he owned and operated just one McDonald’s franchise. He described his time in Tucson as the biggest moment of his life. He was on a mission to honor the legacy of his late father, whom he describes as a “strong McDonald’s man.”

After success in Tucson, Mike transitioned to flipping underperforming restaurants and now owns 11 stores with hopes to grow further. He now supervisors store managers and focuses on scaling the company. Although he isn’t serving customers behind the counter, he still approaches his job with empathy, aiming to improve the livelihood of the employees who have supported him.

Scaling Culture and Customer Experience:
The key to maintaining high-quality customer service across multiple stores is building a core team that shares Mike’s empathetic, customer-focused vision. Mike ensures that every employee, down to the fry guys, know they are welcome to share ideas. He talks about the responsibility of creating meaningful opportunities and the practical benefits of promoting from within, such as increased retention and stronger team buy-in.

Innovation and Collaboration at McDonald’s:
Mike describes his involvement recent innovation initiatives, such as serving as a beverage “champion” connecting headquarters and franchisees. It’s difficult to roll out new items to tens of thousands of restaurants across the globe, and McDonald’s uses test kitchens to test new products and processes to ensure those roll outs go smoothly.

Staying Connected to Customers:
Mike discusses the challenges of maintaining a direct connection to customers as businesses grow. Mike shares practical tools like visiting his own stores and competitors. He leverages both direct experience and customer empathy to spot friction points and improvement opportunities.

Useful Links* Read my article about Mike from 2014, What McDonald’s Should Learn From Mike: How Customer Service Brings Success to Small Businesses * Check out Mike’s website * Learn more about McDonald’s innovation incubator, Speedee Labs

Innovation Quote“If you don’t find a way to make money while you sleep, you will work until you die.” – Warren Buffett

“If you want to go fast, go alone. If you want to go far, go together.” – African proverb

Application Questions1. How can you maintain empathy for your customers as your responsibilities and teams scale? 2. What systems and rituals can help set cultural expectations for customer experience in your organization? 3. How might you structure career development and leadership opportunities for your frontline employees to promote retention and growth? 4. In what ways can you balance innovation and customization with the need for consistency across products or locations? 5. What are practical methods for “drinking your own champagne” in your product context, and how can this habit uncover useful customer insights?

BioAs a second-generation McDonald’s franchise owner/operator, Mike Yontz’s story is rooted in family tradition, building on his father Bill’s legacy with the brand that began in the late 60s. In 1995, at the age of 14, Mike followed in his father’s footsteps and began working as a “fry guy” and drive-thru order taker. “I joined the team and worked on and off for several years, like many do, until ultimately I made a decision to choose McDonald’s at about the age of 20,” says Mike. Today Yontz Enterprises owns and operates eleven McDonald’s locations in the Orlando area, employing over 500 team members united under the Golden Arches.

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Step-by-step methodology for customer discovery – for product managersWatch on YouTubeTLDRIn this episode of Product Mastery Now, innovation strategist Amy Meginnes shares a step-by-step methodology for effective customer discovery. Learn how to target the right people, frame and ask effective questions, conduct interviews confidently, and turn conversations into actionable insights while avoiding common research pitfalls. Whether you’re a startup or an enterprise product manager, Amy’s tips help you deeply understand customer needs so you can build products that truly resonate.

IntroductionYour next breakthrough product idea isn’t hiding in a competitor analysis report. It’s sitting in the head of a customer who doesn’t even know how to ask for it yet. But how do we reliably get that information? You’ve been there: You build a feature based on what customers said they wanted, only to launch it and see it not used. It’s hard to talk with customers in a way that extracts actionable truth from them, but this discussion will change that. In this episode, you will get a step-by-step methodology for customer discovery. You will learn who to target, the questions to ask to bypass polite answers, and the approach to turn pages of interview notes into actionable insights.

To help us do this, Amy Meginnes is back on the podcast. She first joined us in episode 575: How to run innovation workshops that actually ship products. Amy is an innovation strategist and facilitator at Phillips & Co., a leading strategy and innovation consultancy. She has over a decade and a half of work in strategy, research, and experience design engagements with Fortune 500 companies as well as startups.

Summary of Concepts Discussed for Product ManagersWhich Customers Should You Talk To?
Amy explains that whom you interview depends on what you’re trying to learn. Power users reveal what’s working and where features are missing. Churned users can pinpoint friction points and reasons for leaving, while non-users help test new market positioning or product concepts. Maintain clarity on your research goal and choose the audience best positioned to provide those insights.

Finding and Recruiting the Right Participants:
Start with your own CRM to identify current, past, or churned users, and look at segmentation by geography or role. When that isn’t enough, explore partner organizations, professional associations, and even get creative with direct outreach on platforms like LinkedIn, Reddit, or Craigslist. In B2B or distributed consumer environments, talking to distributors or observing customers in stores can be scrappy but effective.

How Many Interviews Are Enough?
You rarely need a large number of interviews for meaningful qualitative insights. Patterns typically emerge after 8–10 interviews with the right people.

Choosing the Right Interview Forum:
Zoom interviews are now accepted and are likely the most convenient. In-person focus groups can provide richer feedback, especially with physical products. Whenever possible, involve other team members, such as engineers, marketers, or leadership, as observers so they hear customer feedback firsthand. Write down or record direct quotes to help you more powerfully and directly communicate customer ideas to other stakeholders.

Asking the Right Questions:
Prepare simple, open-ended questions that draw out stories, not just yes or no answers. Avoid leading questions or pitching your solution in the question. Emphasize that negative feedback is welcome, provide an outline for the conversation, and open with easy experiential prompts before drilling down into challenges, workarounds, and priorities.

Amy’s favorite prompts include:

What has nobody in this industry solved?
Here’s a magic wand. You can solve one thing. What is it?
You can see that we’re trying to learn about X. What else should I have asked you about?

Synthesizing and Sharing Insights:
Look for recurring patterns across interviews. AI tools can help look for patterns, but always validate their outputs and ask for direct quotes that support the insights they find.

Useful Links* Learn more about Phillips & Co. * Connect with Amy on LinkedIn

Innovation Quote“Perception is reality.” – Lee Atwater

Application Questions1. How do you currently decide who to interview or survey for customer discovery—and what might you do differently after this episode? 2. What are your favorite (or most challenging) methods for reaching non-users or churned customers? 3. Do you involve your larger team (engineering, marketing, leadership) in customer conversations? If not, what barriers exist? 4. How do you ensure that the questions you ask are open-ended and not leading—what’s worked or failed for you? 5. When analyzing customer interviews, what tools or methods have been most helpful for you in synthesizing and sharing actionable insights?

BioAmy brings 15+ years of expertise in strategy, research, and innovation, transforming organizations from start-ups to the Fortune 500 across technology, life sciences, healthcare, retail, and hospitality. A University of Iowa graduate and former Archeworks fellow, she applies human-centered design to tackle complex challenges – from Chicago’s housing crisis to global education equity as Board Chair of Pangea Educational Development.

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A five-step creative process for product innovationWatch on YouTubeTLDRIn this episode of Product Mastery Now, I’m interviewing James Taylor, author of SuperCreativity: Accelerating Innovation in the Age of Artificial Intelligence. We dissect the myth of the lone genius in product management, discuss tools for developing creativity, explore the essentials of team and AI collaboration. Our conversation covers how environment and process impact innovation, practical applications of AI in creative work, and how organizations can foster a culture for successful AI adoption.

IntroductionI tell my first-year graduate students who are studying innovation that the lone-wolf innovator doesn’t exist—instead, it takes a team. But is that changing? Today, we are tackling SuperCreativity and human-machine collaboration. Many of us look at innovators and feel we lack a similar natural spark. We face constant pressure to build better products and scale our abilities, but when we sit down to work, we hit a wall. In this episode, you’ll learn about a framework to develop your own SuperCreativity. You will learn how to integrate AI as a team member, and you will hear what is working now for leaders scaling innovation across their companies.

James Taylor is our guest. He spends his time advising leaders globally on how to build innovative organizations, including Apple, Visa, Accenture, and many more. He is a Fellow of the Royal Society of Arts, whose previous Fellows include Ben Franklin, Nelson Mandela, and Stephen Hawking. Further, he recently wrote the book SuperCreativity: Accelerating Innovation in the Age of Artificial Intelligence. He is also an award-winning keynote speaker.

Summary of Concepts Discussed for Product ManagersCollaborative Innovation and Creativity:
James challenges the idea that innovation is the work of a single brilliant individual. He points out that brilliant geniuses like Thomas Edison and Alan Turing worked with teams of hundreds or thousands of others. Innovation and creativity are most often collaborative, with product breakthroughs and inventions emerging from teams, not isolated minds.

Creativity Is a Skill, Not a Gift:
James was inspired by his career in the music industry to put the spotlight on the creative teams who build the brands of rock stars but stay offstage. He wrote his book, SuperCreativity, to show that everyone has creative potential. He emphasizes that creativity is a teachable skill rather than a fixed trait.

The SuperCreativity Framework:
SuperCreativity discusses how to develop three types of creativity:

Individual creativity
Human + human creativity
Human + machine creativity

The book walks through James’s eight “P’s” for developing creativity, including purpose, personality, product, process, and place. James explains that the physical place where you work has an impact on your ability to innovate. Workspace design, proximity to nature, and even temperature may enhance creative work.

Five-Step Creative Process:
James outlines his five-step creative process:

Preparation: Absorb as much information about the problem as possible.
Incubation: Walk away from the problem for a few days and let your brain work on it in the background.
Insight: The “eureka” moment.
Evaluation: Decide which ideas to pursue.
Elaboration: Test hypotheses and repeat the process.

AI as a Creative Collaborator:
James describes how AI can be a creative collaborator. Climax Foods used AI to identify potential formulas for new plant-based cheeses, which humans then tested, highlighting that humans and AI together can solve otherwise overwhelming innovation problems.

Building Innovative Organizations:
James details strategies leaders are using to scale innovation, such as structuring dual AI teams for problem-solving and transformative thinking. Successful AI adoption depends as much on culture and mindset as on technology.

Useful Links Check out SuperCreativity* * Check out James’s website

Innovation Quote“Getting the right people and the right chemistry is more important than getting the right idea.” – Ed Catmull

Application Questions1. How does the myth of the lone genius show up in your organization, and what can you do to foster a more collaborative approach to creativity? 2. In what ways could your team leverage AI as a creative collaborator? 3. How does your physical workspace support or hinder collaborative creativity and innovation? 4. What cultural or mindset shifts would help your organization better integrate human and machine collaboration for breakthrough innovation? 5. How would you build the company that’s going to put you out of business in three years?

Bio James Taylor is an award-winning keynote speaker and internationally recognized authority on creativity, innovation, and artificial intelligence. He started his career managing high-profile rock stars and has since become a global thought leader in business creativity and AI-driven innovation. James is on a mission to help individuals and organizations unlock their creative potential, accelerate innovation, and build a sustainable future. Believing that the greatest competitive advantage comes from creative collaboration between humans and technology, he champions strategies to future-proof businesses in this age of disruption.

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An outcome-driven innovation perspective on Jobs-to-be-DoneWatch on YouTubeTLDRIn this episode of Product Mastery Now, I’m talking with innovation veteran Mike Boysen about making Jobs-to-be-Done (JTBD) practical, fast, and accessible thanks to AI-powered tools and frameworks. We revisit what JTBD really means, how it has evolved, why practitioners sometimes get stuck, and how AI helps drive cost-efficient, actionable customer insights. This episode is perfect for product managers looking to skip the noise and deliver genuine value efficiently.

IntroductionMost product leaders have heard of Jobs-to-be-Done (JTBD). Some of you have even tried it. But given all the benefits of JTBD, why are you not still using it? In this discussion, we are going back to basics to define what Jobs-to-be-Done actually is, and we are going to show you how to execute it faster than ever before. You will learn a simplified workflow for applying Jobs-to-be-Done that cuts through the noise. We will walk through how AI accelerates the process, so you can stop guessing and start building what customers actually need.

Our guest is Mike Boysen, Managing Director of Disruptive Innovation. Mike is a veteran of the JTBD movement, having served as a Director at Strategyn alongside Tony Ulwick. He has spent years in senior consulting and innovation roles, and today he helps companies use AI to make Jobs to be Done practical, accessible, and fast.

Summary of Concepts Discussed for Product ManagersWhat is Jobs-to-be-Done?
Mike clarifies the confusion around JTBD by outlining the various schools of thought, including marketing-based frameworks. Mike’s perspective on JTBD focuses on outcome-driven innovation (ODI). Within this framework, product managers seek to understand the outcome the customer is seeking. Unlike other schools of thought, ODI values disruption and looking outside the current paradigm.

Why JTBD Efforts Fail:
Many teams attempting JTBD get stuck at some point. Mike explains that without clear problem definitions and rigorous, hypothesis-driven models, JTBD research can become aimless. Especially in ODI, biases early in the process can compound, making outcomes hard to take action on.

Three Paths to Innovation:
Mike describes three approaches organizations can take to innovation: expanding to new personas/markets, sustaining and improving what exists, and pursuing disruptive, paradigm-shifting innovation. He notes the power of focusing on the job beneficiary, especially for B2B innovation.

How AI Transforms JTBD:
Mike’s workflow leverages AI to break down ideas, solutions, and industries to first principles, uncovering fundamental truths and mapping out the jobs, metrics, and outcomes efficiently. This approach massively reduces the time and cost of qualitative JTBD, making it accessible to companies of all sizes, not just the Fortune 500.

No More JTBD Surveys?
Mike argues that expensive, time-consuming JTBD surveys are often unnecessary, especially for greenfield or disruptive innovations. Instead, AI-driven job maps, first-principle analyses, and hypothesis-validation interviews quickly reveal which opportunities are worth deeper investment, saving time, money, and effort.

Job Maps, Metrics, and Practical Tools:
Mike explains that AI can generate job maps in minutes rather than weeks. These tools provide clarity for product teams, showing value, friction, or overservice in the customer journey.

Useful Link* Check out Mike’s Substack

Innovation Quote“Spend the least to learn the most.” – Mike Boysen

Application Questions1. How would you describe the job your product is hired to do? 2. What biases or limiting beliefs might be holding your team back from re-imagining your product or process? 3. Are there opportunities to use smaller, hypothesis-driven experiments rather than expensive or time-consuming surveys? 4. How could AI tools streamline and focus your JTBD or customer discovery efforts? 5. If you created a job map for one core customer outcome, what would the steps and frictions look like?

BioFor over 25 years, Mike Boysen drove CRM strategy and digital transformation for Fortune 50 enterprises, earning top analyst recognition as a thought leader in the space. However, after observing the expensive failures of traditional innovation, his relentless search for “why” prompted a transition from CRM strategist to an Innovation Engineer. Today, as a leading expert in Jobs-to-be-Done (JTBD), Mike challenges industry “sacred cows” by employing a capital-efficient, deterministic methodology to uncover exactly what customers want. His engineering approach rests on three core pillars: applying First Principles Thinking to distill a problem down to its indivisible physical, digital, or economic truth to eliminate human bias; mapping the exact human executor’s 9-step chronological struggle using AI-powered tools to generate solution-agnostic Customer Success Statements (CSS) tied directly to those atomic truths; and executing Real Options Analysis to reframe innovation funding into a staged process of buying information. Through this rigorous framework, Mike provides organizations with the exact blueprints required to stop “solution-jumping” and start building disruptive, defensible products with speed and predictability.  

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How product managers can get the most out of AI-native development processesWatch on YouTubeTLDRThis episode, featuring Avi Zelenko, Principal Product Manager at Atlassian, explores how AI is transforming the traditional software development lifecycle (SDLC). Our discussion focuses on Atlassian’s Prompt-Eval-Iterate loop, using AI with PRDs, the creation and use of “golden datasets,” and the use of LLM judges to deliver higher quality AI products. Product managers will hear actionable insight into AI-native development processes and tips for involving cross-functional teams and customers in the journey.

IntroductionIs the traditional Product Requirement Document dead, along with the standard “Build-Test-Launch” cycle? AI-driven Software Development Life Cycles (SDLCs) are making changes in what has been standard practice. In this discussion we’ll explore the AI-native SDLC used at Atlassian. By the end of this episode, you’ll have a new framework to bring back to your team: The Prompt-Eval-Iterate loop. We’ll discuss why your PRD should be a “behavior contract,” how to build “golden data sets,” and how to use LLM judges to ship higher-quality software faster than ever.

Our guest is Avinoam Zelenko. He is a Principal Product Manager at Atlassian, where he is currently leading the transition to AI-native development for Confluence. With a career spanning leadership roles at LinkedIn and Feedvisor, and years spent teaching the next generation of PMs at Product School, he knows exactly how to bridge the gap between high-level AI strategy and day-to-day execution.

Summary of Concepts Discussed for Product ManagersEvolution of SDLCs:
We discuss the limitations of linear Software Development Life Cycle (SDLC) approaches like “build, test, launch” in the era of AI. Avi explains that product managers must now co-own quality, moving beyond handoffs and static PRDs, as AI-driven features require deeper, ongoing commitment.

Prompt-Eval-Iterate Loop:
Atlassian’s approach starts with collaborative prompt design and exploration, not lengthy specs. Instead of guessing feature outcomes upfront, teams build out golden datasets and use rapid iterations to let real data and metrics refine both the product and its requirements.

Golden Datasets:
A golden dataset is a living collection of well-curated real-world examples and edge cases from customers. It helps teams define what “good” looks like and allows continuous improvement of AI features, with new findings fed back into the dataset for better output and coverage.

Maintaining Customer Proximity:
Avi emphasizes that core product management tasks like customer interviews and understanding unmet needs remain vital. Atlassian leverages AI agents to automate customer feedback loops, enabling PMs to connect with more users and gather data on a much larger scale.

PRD as a Behavior Contract:
The Product Requirements Document (PRD) evolves into a behavior contract, encoding what the AI should do in specific scenarios, along with clear metrics, safety guardrails, and references to the golden dataset. This contract is drafted after substantial hands-on exploration and iteration, keeping specs grounded in reality.

Evals and LLM Judges:
Quality assurance uses two types of evals: deterministic checks (yes/no, hard criteria) and LLM judges (AI-based evaluators) for assessing nuances like faithfulness to source material, narrative, and tone. These automated evals create quality gates for each product milestone.

Collaboration and Transparency:
Atlassian encourages cross-functional teams—from engineering and support to sales and marketing—to participate early in the process. This open, inclusive approach gathers a breadth of perspectives and aligns objectives across the organization.

Useful Links* Connect with Avi on LinkedIn * Learn more about Atlassian

Innovation Quote“Sometimes immersing works better than observing.” – Avi Zelenko

Application Questions1. How can your team evolve its SDLC to better integrate AI-driven features and ongoing iteration? 2. What would a “golden dataset” look like for your product, and how would you begin building it? 3. In what ways can you involve more customers, support, sales, or marketing in defining the behavior of AI features? 4. How does shifting from a static PRD to a “behavior contract” change your collaboration with engineering and other teams? 5. What new skills or practices must PMs develop to balance automation with human judgment in AI product development?

BioAvinoam “Avi” Zelenkois a Principal Product Manager at Atlassian, where he leads product strategy for Confluence, the company’s flagship collaboration platform. With more than 16 years of experience in B2B SaaS, he has built and scaled products at companies including LinkedIn, where he helped shape the feed experience for hundreds of millions of users, as well as LivePerson, ClickTale, and Feedvisor, spanning intelligent chat, analytics, and algorithmic pricing.

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Case studies of scrappy product management experimentsWatch on YouTubeTLDRIn this episode, I’m interviewing Jeff Lash, VP of Product Management at Insperity, to demystify product experimentation for product managers. Jeff unpacks scrappy ways to test assumptions, mitigate risk, and maximize learning, sharing case studies from his work in B2B product management. We discuss real examples, key principles for experimentation, and navigating organizational dynamics to drive informed product decisions.

IntroductionMost product managers think experimentation requires expensive A/B testing software, a team of data scientists, and thousands of users. They’re wrong. You can and should be testing your riskiest assumptions today, and doing so in ways that are fast and frugal. By the end of this episode, you’ll have a toolkit of testing methods that you can deploy immediately.

Our guest is the perfect guide for this. Jeff Lash is the Vice President of Product Management at Insperity. Before that, he spent nearly a decade at Forrester and SiriusDecisions, where he advised the world’s top product organizations on exactly these strategies. He is the author of the long-running How To Be A Good Product Manager blog and a product management veteran who has transitioned from practitioner to researcher, analyst, and adviser, and then back to the front lines of product leadership.

Summary of Concepts Discussed for Product ManagersThe Purpose of Experimentation:
Experimentation prevents product managers from jumping to solutions by validating that they’re solving the right problems with the right solutions. Jeff emphasizes that effective experimentation requires humility and an openness to learning. This approach helps avoid costly mistakes of building products based on unverified assumptions and mitigates business risk.

Fast, Frugal Experiments:
Jeff explains that experiments should deliver maximum learning for minimum investment. Experiments should be built upon foundational customer research and always include measurable objectives. He reminds product managers not to rely solely on digital tools, especially in B2B contexts where the customer base is smaller and sales cycles are longer.

Case Studies of Product Experimentation:
Through several case studies, Jeff Lash illustrates experimentation methods:

Using mock-ups for concept testing: Before building a new data-reporting SaaS, a product team manually created mock-up sample reports and pitched them to clients. The low demand they discovered helped avoid unnecessary development.
Sales-Driven Product Testing: Collaborating with sales, an organization defined clear success metrics, launched a pilot with a limited customer group, and used real buying signals (not just sales enthusiasm) to validate new offerings, minimizing risk and maximizing buy-in.
Content Access Limits: Unsure about the right threshold for content access in a subscription product, a company temporarily gave all customers unlimited access to gather data on which content they were accessing, later allowing them to set limits that balanced user delight and business goals.
Testing with a Sales Presentation: In response to sales insisting there was a market for a new product, a product team created a sales pitch deck. After several meetings and pitches, they found zero customer interest, which revealed the real gap was not product, but access to the right buyer. This low-cost experiment saved significant time and resources by preventing the team from building an unwanted solution.

Navigating Organization Dynamics:
Not all experiments yield the result everyone wants. Jeff discusses how to align teams around experiment outcomes—even unpopular ones—and communicate evidence while managing executive or sales pressure. He stresses the importance of cross-functional alignment, especially in B2B, and framing experiments by the core questions they’re meant to answer.

B2B vs. B2C Experimentation:
While B2C may allow rapid, large-scale testing, B2B experimentation requires more coordination with sales, legal, and customer success to avoid customer confusion or contractual risks. Building internal buy-in and clear communication is critical for successful, reversible tests.

Useful Links Visit Jeff’s website * Read Jeff’s blog, How To Be A Good Product Manager* * Connect with Jeff on LinkedIn * Learn more about Insperity * Listen to episode 127: B2B product management – with Jeff Lash

Innovation Quote“It is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself.” – Leon Megginson

Application Questions1. What assumptions in your current product strategy could be tested with a simple experiment this quarter? 2. How does your team define success criteria for experiments? Who needs to be involved in that definition? 3. Have you ever faced resistance to experiment results? How did (or would) you handle those internal politics? 4. In what ways do you coordinate experiments with sales, marketing, and customer success to minimize customer and internal confusion? 5. How might you adapt these B2B-focused experimentation techniques for your context, whether B2B, B2C, or hybrid?

BioJeff is VP, Product Management at Insperity, where he is responsible for enterprise product management and leading product strategy across this $6B+ public company that provides HR services to small and medium-sized businesses. He has spent over 20 years in product management, including as an advisor to product management leaders at Forrester/SiriusDecisions. For years he wrote the popular “How to Be a Good Product Manager” blog, and he is founder of the not-for-profit St. Louis Product Management Group and Chair of ProductCamp St. Louis.

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Building products to teach kids to love science and embrace failureWatch on YouTubeTLDRI’m interviewing Rachele Harmuth, Chief Product Officer at CrunchLabs, to discuss scaling a beloved STEM brand from viral YouTube content to hands-on products, classroom curriculum, and partnerships with platforms like Netflix. Rachele Harmuth shares her journey from toy design to product leadership and how CrunchLabs manages collaboration between content and product teams. She shares lessons learned on operationalizing brand values during high-growth expansion and the importance of building resilient creators who embrace failure. This episode is packed with actionable insights for product managers aiming to balance innovation with brand consistency.

IntroductionMark Rober has 73 million YouTube subscribers watching him build glitter bombs and squirrel obstacle courses. But how do you turn that content into products that actually ship to millions of customers—and then scale that into retail stores worldwide?

That’s the challenge facing today’s guest. She’s leading product strategy at CrunchLabs as they expand from STEM subscription boxes into global retail, classroom curriculum, and a Netflix series—all launching in 2026. In this discussion, you’ll learn how to decide how content interacts with product strategy, how to maintain desired outcomes at scale, and how to operationalize brand values across a product team.

Our guest is Rachele Harmuth, Chief Product Officer at CrunchLabs. She’s spent 30 years in the toy industry at companies including Scholastic, Ravensburger, and Fat Brain Toys. She also founded MESH Helps, a nonprofit building children’s resilience through play. Furthermore, she won the Women in Toys 2025 Wonder Women Award.

Summary of Concepts Discussed for Product ManagersRachele’s Journey to CrunchLabs:
While at Ravensburger, Rachele Harmuth discovered CrunchLabs while seeking inspiring engineering toys for her own kids. Her son, a senior in high school, told her that Mark Rober is the reason he wanted to be an engineer. Initially Rachele pursued a partnership between Ravensburger and CrunchLabs, but her passion for their products and ideas for improvement led CrunchLabs’ president to invite her onboard.

CrunchLabs’ Product Strategy:
CrunchLabs’ unique strategy involves a unique collaboration between content creators (including Mark Rober) and toy engineers. Both teams cross-pollinate ideas. Their shared mission is showing kids that science is fun and approachable.

Cross-Functional Product Development:
To maintain brand focus amid rapid growth (retail, curriculum, media), CrunchLabs focuses on three goals: Spark Curiosity, Embrace Failure, and Build Creative Confidence. Everyone from every area of the company was part of the discussion to put together these three goals. These vision statements provide direction, since very product, feature, and piece of content is judged by whether it supports those goals. A core part of CrunchLabs’ mission is to help kids embrace failure. Mark’s videos show him embracing failures, problem solving and operating by CrunchLab’s three vision statements. Rachele is translating those statements into physical products so that customers can develop these problem-solving and engineering skills too.

Testing Product Designs:
CrunchLabs tests every product with kids in the target age range, fine-tuning challenge levels and instructions to ensure engaging, confidence-boosting experiences that mimic the iterative process celebrated in their videos. Direct feedback from diverse test groups drives meaningful improvements.

Saying No to Stay Focused:
As CrunchLabs’ brand is expanding, they maintain brand focus by being very selective and saying no to more things than they say yes to. They evaluate each opportunity for impact and additive value and choose opportunities that align with all three of their goal statements and help them reach the most brains.

Useful Links* Learn more about CrunchLabs * Connect with Rachele on LinkedIn * Check out Mark Rober and CrunchLabs on YouTube * Check out Mark Rober’s CrunchLabs on Netflix

Innovation Quotes“It is not the critic who counts: not the man who points out how the strong man stumbles or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again, because there is no effort without error or shortcoming, but who knows the great enthusiasms, the great devotions, who spends himself in a worthy cause; who, at the best, knows, in the end, the triumph of high achievement, and who, at the worst, if he fails, at least he fails while daring greatly, so that his place shall never be with those cold and timid souls who knew neither victory nor defeat.” – Theodore Roosevelt

“A ship in harbor is safe, but that is not what ships are built for.” – J. A. Shedd.

Application Questions1. How can your product team effectively translate your brand values into concrete operational frameworks as you scale? 2. In what ways could cross-functional teams inform and inspire each other in your organization? 3. What processes ensure you get authentic customer feedback, and how do you handle unexpected findings? 4. How does your company evaluate which new opportunities to pursue, and which to decline, to protect focus and brand integrity? 5. What methods do you use to cultivate a culture of creative confidence and constructive failure within your product teams?

BioRachele Harmuth is chief product officer at CrunchLabs, where she leads product strategy and innovation as the company expands beyond its successful subscription business into new toy and education verticals. With more than 30 years of toy industry leadership across Scholastic, Ravensburger, Fat Brain Toys, and K’NEX, Harmuth is a fearless change-maker harnessing the power of play to drive meaningful innovation and address the youth mental health crisis. She founded MESH Helps, a nonprofit dedicated to building resilience in kids through play, and serves as its board president, having mobilized the industry with research-driven solutions including the groundbreaking MESH Accreditation Program that evaluates toys for their ability to develop resilience-building skills. Harmuth’s dedication to innovation and educational play aligns with CrunchLabs’ unique position at the intersection of education and entertainment, where she is creating STEM experiences that inspire kids to see themselves as builders, problem-solvers, and future innovators.

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Insights from the innovation leadership graduate program at UFredWatch on YouTubeTLDRIn this episode, I’m interviewing Dr. Michael Hobeck, Provost and Vice President of Academics at the University of Fredericton (UFred), about building innovation leadership in organizations. We discuss the specialized Innovation Leadership MBA/EMBA program at UFred, key skills and mindsets for innovation leaders, and how the right curriculum and approach can develop confidence and practical capability in aspiring innovation leaders.

IntroductionIn this discussion, we are extending beyond product management and into innovation leadership—specifically, what it takes to create, improve, and lead an innovation capability in an organization. Effective innovation leadership helps to chart the course of an organization. It is an exciting role and I’ve had the pleasure of helping many people prepare for this role and I’ll share what it takes, both through my experiences as product management trainer and university professor in innovation.

I’m joined by Dr. Michael Hobeck, the Provost and Vice President of Academics at the University of Fredericton. He also served as Dean of Academics before stepping into the role of Provost. Before his tenure in academia, Michael held senior management positions with large retailers and gained first-hand entrepreneurial experience as a small business owner.

Summary of Concepts Discussed for Product ManagersInnovation Leadership Curriculum at UFred:
Michael and I recreated the innovation leadership graduate program at UFred. This program addresses gaps in corporate innovation such as senior leaders’ lack of foundational knowledge of innovation, confidence, and ability to influence the organization.

What Makes a Great Innovation Leader?
Innovation leadership requires more than traditional management skills. Innovators embrace uncertainty, learn from failure, and see value in new ideas. They foster organizational culture and exercise influence to support innovation.

Building Confidence and Practical Skills:
UFred’s innovation leadership program is unique in that it is fully integrated and was developed by practitioners with close ties to industry. The program includes three courses focused on innovation. The first course focuses on how to innovate and teaches the process of innovation. The second course focuses on building a structure for innovation that extends to every part of the organization. The third course focuses on how to grow the organization by generating more value from existing operations while also exploring new ideas.

Students’ Takeaways:
We introduce a tool called the idea notebook, where innovators can record their ideas. Periodically, former students email me and tell me what they’re writing in their idea notebook. I also see students develop confidence that they can innovate and influence their organizations. It’s easy to see the ability to innovate as an unattainable superpower, but it’s actually a process that can be learned.

Falling in Love with the Problem:
One concept that I want future innovation leaders to remember is to fall in love with the customer’s problem, not your solution. It’s human nature to leap straight to solutions when we hear about a problem, but this risks missing what the customer truly needs. When product managers are too attached to their solution, they lose track of what the customer actually cares about. Instead, they should focus on understanding the customers’ needs and creating value for them.

Useful Link* Learn more about UFred

Innovation Quote“Genius is one percent inspiration and ninety-nine percent perspiration.” – Thomas A. Edison

Application Questions1. Which core skills do you think are essential for effective innovation leadership in your organization? 2. How can you build your own and your team’s confidence to take on innovation challenges? 3. What structures or processes does your organization have to capture and foster new ideas from all levels? 4. Reflecting on your recent projects, did you “fall in love” with the customer problem, or jump too quickly to solutions? What was the impact? 5. What practices do you use or could you introduce to consistently integrate current business trends into your product management and innovation work?

BioDr. Michael Andrew Hobeck is the Vice President of Academics & Provost at the University of Fredericton, where he leads academic quality and rigor, student success, and new program development to support strategic growth.  Previously, he served as Dean of Academics at UFred, where he helped launch new degrees and specializations, strengthened faculty review and teaching recognition practices, led ACBSP accreditation for the MBA and Executive MBA, and spearheaded UFred’s first virtual convocation.

Before UFred, Michael held senior academic leadership roles at Seneca College and Nova Scotia Community College, as well as extensive teaching experience in business and leadership disciplines.

He holds a DBA specializing in Organizational Leadership (with distinction) and an MBA in Innovation Leadership, and has published on engaging adjunct faculty as partners in student success.

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Is Taylor Swift the best product strategist of our generation?Watch on YouTubeTLDRThis episode features Mike Hyzy, VP of Strategy and Innovation at CGI, breaking down how Taylor Swift’s approach to music and branding mirrors world-class product strategy. From testing new markets to managing an interconnected product portfolio, Swift’s business acumen offers valuable lessons for product managers seeking to build innovative, loyal brands. Mike shares the Swift Product Playbook and tips for product managers to apply these tactics in their own work.

IntroductionThink Taylor Swift is just a pop star? Think again. Our guest is Mike Hyzy, Vice President of Strategy and Innovation at CGI, and he’s about to show us how Swift has mastered product strategy better than most Fortune 500 companies. From her initial country music launch to her record-breaking Eras Tour, Swift has executed portfolio management, strategic pivots, and customer loyalty programs that rival the best product organizations in the world. Mike will show us the product playbook she used and that you can also use to make your next product or brand a fan favorite.

Mike brings 15+ years of product leadership, AI strategy, and innovation consulting to this conversation. He’s worked with enterprises across healthcare, finance, manufacturing, and technology. He’s the author of Gamification for Product Excellence and a certified Foresight Practitioner. Mike is here to decode the Swift Product Playbook and us product managers and leaders with an actionable framework.

Summary of Concepts Discussed for Product ManagersThe Taylor Swift Product Playbook:
Mike Hyzy presents his four-act framework, showing how Taylor Swift’s career is a masterclass in product development, portfolio management, market innovation, and user engagement. Each act is a lesson in understanding and serving your audience, strategic pivots, and creating strong customer loyalty.

Act 1: Strategic Product Development:
Swift’s rise began with deep audience insight—identifying an unmet need with honest, relatable songs for young women in country music. She used small, intimate shows to test new material and singles to probe markets before bigger releases. Her shift from country to pop famously followed this method, using singles as MVPs and analyzing fan response to guide bigger bets.

Act 2: Portfolio Management and Expansion:
Swift’s product portfolio extends well beyond music. After losing the rights to her early albums, she re-recorded and re-released them as “Taylor’s Version,” engaging fans and regaining control. She bypassed traditional channels, working directly with AMC for her concert film release.

Act 3: Market Innovation:
Swift consistently redefines industry norms, such as dropping a surprise folk album during COVID to match fans’ moods, and forging new distribution deals that cut out intermediaries. She turns market constraints into creative advantages, keeping close to her fan base’s changing needs.

Act 4: Building Fanatic Loyalty:
Swift invests heavily in user engagement, treating fans as collaborators rather than customers. She’s hands-on with social media, hosts private events, gamifies experiences (Easter eggs, online puzzles), and backs up every promise to her audience. Her brand fosters a sense of belonging and community, exemplifying the power of co-creation and customer delight.

Putting It into Practice:
Mike encourages product managers to find “Swift-inspired” opportunities in their own work: identify unmet customer needs, look for bold pivots, break industry conventions, reward loyal users, and turn users into co-creators for sustained brand impact.

Steps Product Managers Can Take This Week:
Mike challenges product managers to “build your era.” First, look at your product category and identify one job your user wants to do that no one is fully solving. Identify your biggest obstacle related to solving that problem. Reimagine your product and think about what a bold pivot would look like. Have a trusted friend or advisor hold you accountable to trying a bold experiment.

Useful Links* Connect with Mike on LinkedIn * Read Mike’s Medium article, “The Swift Product Playbook” * View Mike’s slides:

The Swift Product Playbook_V.3_MHDownloadInnovation Quote“If you always do what you always did, you will always get what you always got.” – Albert Einstein

Application Questions1. How can you apply Taylor Swift’s approach of testing new ideas with “mini-experiments” before going big with your own product launches? 2. In what ways could interconnecting different parts of your product portfolio amplify customer engagement and revenues? 3. How do you currently monitor and learn from customer sentiment? What would it look like to treat users as collaborators? 4. What market “rules” in your industry could you break or bypass for innovation and value creation? 5. What are some creative ways you could reward, involve, and gamify engagement for your most loyal users?

BioMike Hyzy leads AI product innovation and strategic foresight at CGI, where he launched the product management practice and designed the AI Adoption Framework (A3F). As part of CGI’s national AI strategy team, he develops new solutions with internal teams and advises client executives on how to turn emerging AI capabilities into business advantage. Mike applies strategic foresight to separate signal from noise, giving leaders a clear view of emerging trajectories and the choices that matter for long-term strategy.

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Vision statements and strategic themes to connect product management to business goalsWatch on YouTubeTLDRIn this episode, I’m interviewing Morten Sorensen, Vice President of Systems IT Portfolio Management at the US Federal Reserve, about aligning product work with organizational strategy. We explore the importance of vision statements, the use of strategic themes, and practical tools like strategy maps and alignment analysis to keep product teams focused and invested in company goals. Morten shares actionable advice on overcoming alignment gaps, fostering organizational motivation, and staying agile amid change.

IntroductionMany product managers can’t clearly explain how their work connects to company strategy. That’s not a knowledge problem—it’s a leadership problem. Let’s learn how to fix that. We’re talking about how to align product work with organizational strategy using vision statements and strategic themes that actually drive alignment and investments decisions.

Our guest is Morten Sorensen, Vice President of the System IT Portfolio Management Office at the US Federal Reserve. He’s also led large international customer programs and portfolio management at organizations including Verizon Business, Amtrak, and Peraton. He co-authored PMI’s Benefits Realization Management Framework and has served two terms on PMI’s Organizational Project Management Advisory Board. He holds certifications in portfolio, program, and project management, as well as SAFe Lean Portfolio Management.

Morten’s views and opinions expressed in this episode are his own and not those of the US Federal Reserve.

Summary of Concepts Discussed for Product ManagersStrategy-Alignment Gap:
Morten explains that many organizations struggle to translate overall company strategy into actionable product work. This is often a leadership—not a knowledge—issue. Achieving alignment demands repeated communication and clarity, especially through mechanisms like vision statements and strategic themes.

Crafting an Effective Vision Statement:
A well-crafted vision underpins long-term organizational direction. Vision statements should be concise yet comprehensive, capturing how the organization intends to create value and what the future will look and feel like. This vision must be consistently and repeatedly communicated to prevent misalignment and wasted effort.

Using Strategic Themes for Focus:
Morten explains that strategic themes act like lanes on the interstate, guiding teams on how to realize the vision. Rather than prescribing specific actions, strategic themes express high-level priorities, such as focusing on certain markets or technologies, and help translate the vision into OKRs and annual goals. They also provide a common framework for evaluating investment and initiative alignment.

Visualizing with Strategy Maps:
Strategy maps help make dependencies and priorities visible across the organization. By linking strategic themes visually, product leaders can communicate to their teams which capabilities are needed first and how various teams and objectives rely on each other. These maps help product teams make better plans. They can evolve into dashboards for ongoing tracking and risk management.

Alignment Analysis & Portfolio Management:
Effective portfolio management involves mapping current and proposed investments to strategic themes, a process Morten calls alignment analysis. This technique uncovers duplication, gaps, or misaligned initiatives, ensuring resources go to projects that truly support company strategy. Regular review and honest assessment are essential, and organizations should be willing to phase out initiatives that no longer fit.

Embracing Change and Communication:
Product leaders must constantly communicate the why behind strategy, both to motivate employees and to support organizational change management. Morten warns against assuming people understand the purpose behind strategic shifts and underscores the need to revisit and revise strategy regularly, especially as market conditions change.

Useful Links* Connect with Morten on LinkedIn * View Morten’s slides on vision and strategy:

M Sorensen Strategy ExamplesDownloadInnovation Quote“A good strategy accounts for successful delivery of value.” – Morten Sorensen

Application Questions1. How well can you articulate the connection between your current product work and your organization’s overarching vision or strategy? 2. What strategic themes (if any) does your organization use, and how do they influence project selection and prioritization? 3. How frequently and by what means are strategic objectives communicated to your product team? Is this sufficient? 4. Does your organization use tools like strategy maps or alignment analysis to visualize dependencies and alignment across initiatives? If not, how could you introduce these practices? 5. What barriers exist in your organization regarding change management or aligning performance management with strategic shifts, and how might you address them?

BioMorten Sorensen is an enterprise strategy execution leader with global experience in IT transformation, portfolio and program management, product management, and large-scale service delivery across four continents. He is currently Vice President of the System IT Portfolio Management Office at the U.S. Federal Reserve, holds multiple significant certifications (PfMP, PgMP, PMP, DASSM, SAFe LPM), and is a frequent international speaker passionate about connecting organizational strategy to measurable value through effective end-to-end alignment.

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Engaging employees and systems for sustainable innovation growthWatch on YouTubeTLDRThis episode features Maggie Nichols, CEO of Eureka! Ranch, who breaks down how organizations can transform innovation from a risky bet into a repeatable system. She discusses practical frameworks for diagnosing and building innovation capability, the critical role of culture and psychology, and actionable steps that product leaders can take within 30 days to start making change. Listen for real-world examples, key metrics, and the importance of systems thinking in innovation success.

IntroductionMost organizations can generate ideas. The problem isn’t coming up with possibilities – it’s turning those ideas into shipped innovations that actually create value. Your ideas don’t get funded or they die in development, lose momentum in stage-gate reviews, or get compromised until they’re unrecognizable. This episode is about changing that and building innovation systems that work. You’ll learn the specific components needed to transform innovation from a random gamble into a reliable capability. You’ll walk away with a framework you can start implementing in the next 30 days.

Our guest is Maggie Nichols, CEO of Eureka! Ranch, an innovation firm that has contributed $18 billion in growth for client companies. Over 25 years, she’s built innovation systems for Fortune 500 companies including Ford, Humana, Johnson & Johnson, and Toyota. She co-founded the Innovation Engineering movement, training over 26,000 innovators globally. Under her leadership, Eureka! Ranch drove an 800% profit increase and expanded client reach by 500%. She has also pioneered AI tools that predict innovation success with 7 times the accuracy of human judgment. If you want to improve innovation, Maggie is one to listen to.

Summary of Concepts Discussed for Product ManagersDiagnosing Innovation Capability:
Maggie outlines the first step for any organization wanting to improve innovation: an honest diagnosis. Leaders should look beyond obvious KPIs like shipped products to evaluate internal factors, such as whether promising ideas are rejected due to lack of capability, restrictive human work systems, or low employee engagement. She explains how culture, systems, and engagement are interconnected and should be investigated in depth.

The Three Mandates for Innovation Systems:
Successful innovation systems rest on three pillars: (1) shipping new ideas that create growth, (2) enabling human work systems and behaviors that support innovation, and (3) nurturing employee engagement so the whole organization is ready and willing to innovate. Leaders often dial down ambition out of fear, risk aversion, or system constraints. All three mandates must be addressed for real innovation capability.

The Role of Psychology and Framing Risk:
Maggie encourages innovation leaders to think about both systems and psychology related to every piece of their work. For example, when someone pitches an idea, the leader can ask what are the “death threats” for that idea. This framing encourages a productive discussion, builds psychological safety, and moves teams from confrontation to problem-solving. Other tactics like pre-mortems normalize risk evaluation and make teams more open to new ideas.

Building the System: Leadership, Training, and Structure:
Change starts with leadership alignment on what innovation realistically takes—beyond innovation theater. Maggie describes training programs designed to build core innovation skills throughout the organization. Starter projects and small wins help create momentum, while larger organizations may require an integrated, cross-functional innovation system that continually adapts.

Sustaining Innovation: Metrics and Continuous Improvement:
To protect and sustain innovation efforts, Maggie recommends tracking practical metrics tied to each of the three innovation mandates, such as number of ideas implemented to“stop the stupid,” speed of moving ideas through the pipeline, meaningful uniqueness, and proactive versus reactive work. She advocates measuring what needs to change, not just what’s already working, and using culture benchmarks to diagnose and improve innovation culture.

30-Day Action Plan:
For immediate impact, Maggie suggests product leaders start by innovating within their own sphere of influence. Observe the three core areas—growth, human work systems, and engagement—in your team. Identify what you control, choose an area to improve, and take practical steps to build momentum.

Useful Links Check out Proactive Problem Solving by Doug Hall, founder of Eureka! Ranch * Get free Innovation White Belt Training. Use coupon code productmasterynow* for 100% discount. Normal price is $750. Code is good until March 31, 2026. * Learn more about Eureka! Ranch * Connect with Maggie on LinkedIn

Innovation Quote“Ninety-four percent of the problem is the system. Six percent is the worker.” – W. Edwards Deming

Application Questions1. Which of the three innovation system mandates (growth, work systems, engagement) is currently weakest in your organization—and why? 2. What are the biggest psychological or cultural barriers you’ve observed that prevent impactful ideas from moving forward? 3. How can you utilize the “death threats” or pre-mortem approach to foster more open and productive innovation debates in your team? 4. What specific metrics could you track right now to measure progress and secure ongoing support for innovation in your organization? 5. In the next 30 days, what is one step you (or your team) can take to begin building or strengthening your innovation system?

BioMaggie Nichols is the CEO of the Eureka! Ranch. Throughout her career at Eureka! she’s worked with 100s of leaders to innovate across B2B, B2C, Industrial, Services, Government and non-profit sectors with notable organizations like Humana, March of Dimes, Department of Commerce, Butterball, Ford, Schlumberger, Johnson & Johnson, Frito-Lay, GSK, Toyota and Chase Bank.

Today she leads the Eureka! Ranch, a company founded by Doug Hall, and serves as an executive coach for leadership teams focused on innovation.

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From “move fast and break things” to responsible product managementWatch on YouTubeTLDRThis episode explores how culture acts as a powerful predictor of long-term product success. I’m talking with product leader Namrta Raghvendra, who has extensive experience at Meta, Salesforce, LinkedIn, and Dell and understands the importance of team culture in building resilient, innovative product organizations. We discuss the relationship between culture and strategy, the evolution of organizational culture as companies scale, practical rituals for reinforcing team culture, and actionable advice for navigating major transitions like reorganizations.

IntroductionHow’s your product team doing? What metrics would you use? Is team culture on your list? In this discussion, we’re exploring why culture isn’t just a nice-to-have but a strong predictor of long-term product success. We’ll explore how to build resilience that survives market shifts, and improve product success by improving team success.

Our guest is product leader Namrta Raghvendra. She has over 15 years of experience building technology products that help connect communities. Previously at Meta, she built digital advertising products to connect billions of users with their favorite businesses. Prior to that, she helped launch AI-powered chatbots at Salesforce to help businesses connect with their customers seamlessly and held product roles at LinkedIn and at Dell.

Summary of Concepts Discussed for Product ManagersNam’s Career Journey:
Nam shares insights from her 15+ years in the tech industry, with highlights from her time scaling LinkedIn Recruiter, launching Salesforce’s first AI chatbot, and leading ads product growth at Meta. Throughout her career, she has gravitated toward roles where she can make high-impact product decisions that solve real user problems.

Culture’s Impact on Product Success:
Culture is the operating system of a team, directly influencing how decisions are made, how teams execute strategy, and how successful products are built. Nam emphasizes that a good strategy is only as effective as the culture that enables its execution and adaptability.

Meta’s Culture Shift: From “Move Fast and Break Things” to Responsibility:
Nam describes the culture shift at Meta, from a scrappy “move fast and break things” culture to a more responsible, process-driven approach. In the early days of Meta, the product teams shipped quickly and continued to iterate on the product after it was shipped. Later, the company focused on foreseeing and preventing avoidable harm early on. The product teams had to have more rigorous guardrails and collaborate more closely with policy and legal teams. While the change added work and delayed timelines initially, the company iterated on the process itself for a year, and eventually it was seen as an enabler for healthier, safer product development and preserving user trust.

Measuring and Building Strong Team Culture:
Nam observes that a good strategy is only as successful as its execution, and execution depends on the company culture. She outlines practical leading indicators of strong culture, such as quality of disagreement, accountability, learning rate, humility, and ownership.

Team Resilience during Reorgs:
During reorgs or periods of uncertainty, Nam recommends leaders provide clarity regarding changes and expectations, restore agency to individual team members, and focus on achieving and celebrating quick wins. Transparent communication and small, shared successes help teams maintain morale and momentum.

Rituals to Reinforce Team Culture:
Nam uses rituals with her team like decision logs, learning reviews, and premortems help teams build shared understanding, learn from failures, and encourage risk taking.

Useful Link* Connect with Namrta on LinkedIn

Innovation Quote“Culture eats strategy for breakfast.” – Peter Drucker

Application Questions1. How would you describe the current culture in your product team? What impact does it have on your daily work and decision-making? 2. What leading indicators or rituals do you use—or could you use—to measure and reinforce a strong, resilient team culture? 3. How has your team’s culture evolved as your organization has grown or changed? What lessons can you draw from any major transitions? 4. What role does psychological safety play in your team’s risk-taking and learning processes? How could you improve it? 5. Think about the last major organizational change (like a reorg or product pivot) you experienced. What approaches helped your team stay motivated and aligned, and where could you improve?

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Alignment between product and project managementWatch on YouTubeTLDRThis episode dives into the often-overlooked divide between product and project management and how bridging this gap can unleash greater innovation in organizations. Leah Huf and Jill Diffendall from the Project Management Institute (PMI) share research findings, actionable frameworks, and real-world experiences to help product and project professionals collaborate more effectively, align success metrics, and deliver true customer value.

IntroductionProduct teams create features that never launch. Project teams deliver on time but miss the market. Sound familiar?

Today we’re tackling the costly disconnect between product and project management – a divide that’s holding back innovation in organizations everywhere. You’ll discover how to overcome the three biggest collaboration obstacles, and a proven framework for turning friction into fusion.

Joining us are Leah Huf and Jill Diffendal from the Project Management Institute, who’ve not only researched this product/project partnership but are actively implementing these principles to transform how PMI delivers value. Leah brings 14 years of experience spanning operations, program, and product management, currently serving as Senior Product Operations Manager at PMI. Jill, with over 20 years in content development and strategic communications, manages thought leadership research that’s reshaping how we think about project success.

Summary of Concepts Discussed for Product ManagersProduct and Project Management:
Jill shares that PMI’s research found a huge overlap between product and project management, with 79% of product managers having worked as project managers, and many project managers working on product development. This overlap emphasizes the necessity for better integration between the disciplines.

Comparing and Contrasting the Roles:
Leah breaks down distinctions between product and project managers—product managers focus on customer value, vision, and strategy, while project managers handle execution, risk, and alignment. However, both groups share responsibility for outcome delivery and success, requiring collaboration, adaptability, and shared risk management.

The Shift to Product-Led Organizations:
We discuss the increasing trend toward product-led models, where organizations not only deliver products but also maintain and improve them over their lifecycle. Jill and Leah explain how this organizational orientation requires new governance structures, ongoing cross-functional teams, and a centralized focus on continued customer value.

Major Obstacles and How to Overcome Them:
Unclear boundaries and competing definitions of success can undermine collaboration. Leah advises early, open conversations between product and project teams, sharing tools, aligning on metrics, and breaking down silos. Both guests emphasize that trust and communication—not just rigid processes—are foundational to effective partnerships.

Useful Links* Connect with Jill and Leah on LinkedIn * Learn more about PMI

Innovation Quote “Trust is in fact earned in the smallest of moments. It is earned not through heroic deeds or highly visible actions, but through paying attention, listening, and gestures of genuine caring connection.” – Brené Brown

“Of all the things I’ve done, the most vital is coordinating those who work with me and aiming their efforts at a certain goal.” – Walt Disney

Application Questions1. Where in your organization do you see disconnects between your product and project counterparts? How have these affected outcomes? 2. How does your team define success, and are those definitions aligned or at odds with other teams, such as project management? 3. What processes or tools could be adopted or adapted to create better collaborative rhythms between product and project roles? 4. Have you experienced value being lost at handoff points? What strategies could prevent that in your context? 5. How can you help foster a culture where transparent conversation about roles and responsibilities is both encouraged and normalized?

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Using AI to remove friction from the product innovation processWatch on YouTubeTLDRThis episode explores how product managers can dramatically speed up and improve early-stage idea validation using AI, featuring Nate Patel, co-founder of ProtoBoost.ai. We discuss practical innovation frameworks, reducing uncertainty, simulation of customer interviews, and the limits of relying solely on AI for product decisions. The conversation covers actionable steps for leveraging AI in product management and offers guidance on maintaining the human element in the innovation process.

IntroductionProduct managers can spend months validating ideas that could only take days. You’re doing customer interviews, reading marketing reports, building spreadsheets, sketching prototypes, estimating market size—all before you know if anyone actually wants what you’re building. By the time you have enough data to make a decision, your competitor has already shipped. This episode cuts through that.

Nate Patel is with us. He and MIT professor David Robertson built ProtoBoost.ai to compress weeks of validation work into hours using AI. You’ll learn how AI handles the grunt work of idea validation—generating prototypes, simulating customer interviews, scoring market potential—so you can focus on the decisions only you can make.

Nate is a four-time CTO and CPO who’s been building products for over 20 years. He teaches AI security at MIT Sloan and knows the two things you need to know when creating a product: what AI can do and what it shouldn’t do.

Summary of Concepts Discussed for Product ManagersThe Importance of Defining the Problem:
Nate explains the biggest innovation mistake: jumping to solutions without true clarity on the problem. Drawing from the discipline entrepreneurship framework used at MIT, he describes how a robust process starts with asking who the customer is, what their real problems are, and why they would change current solutions. He emphasizes that product managers should not fall in love with a solution before validating it with evidence. ProtoBoost.ai is designed to help product teams quickly do market analysis and collect customer insights so they can decide whether a product is worth building.

Structuring Innovation with AI:
ProtoBoost.ai uses AI to remove friction the innovation process. It applies structure to innovation by leveraging eight specialized AI agents. These AI tools handle repetitive market and user research tasks, propose alternative concepts, simulate customer interviews, and produce useful outputs like prototype decks and landing pages. Nate stresses that AI shouldn’t replace human judgment—it accelerates learning and decision-making, but the team always decides what to build.

Step-By-Step Through ProtoBoost.ai:
When using ProtoBoost.ai, a user begins by describing their problem. The AI agents then assist with market analysis, beachhead market selection, user needs analysis, simulated customer interviews, and prototype creation. Based on the pain points and user needs identified, the AI provides alternative solution. The user can select ideas, and the AI generates a deck of images and summaries representing these ideas. The AI then assists with prototyping. Nate explains that this entire process to get a prototype out into the market could take just an hour.

The Human-AI Balance in Product Management:
While AI is excellent for handling structured, repetitive work and suggesting creative ideas, it falls short in areas requiring empathy, contextual understanding, and real-world trade-offs. Product managers should remain decision-makers, using AI as a tool to inform but not dictate the path forward.

Real-Life Example:
Nate shares a case where a product manager used ProtoBoost.ai to refine an internal sales tool. By running multiple validation cycles and simulated interviews, the PM clarified the true user pain points and adjusted their approach before building anything, saving significant time and avoiding wasted effort.

Looking Forward: AI in Product Management:
Looking ahead, Nate sees AI handling more of the grunt work in product management, freeing teams to focus on tasks that require trust and context, especially high-stakes decisions grounded in empathy and strategy. Nate recommends that if you would not feel comfortable telling your customer or CEO that you used AI for a certain task, then it is not a task for AI.

Useful Links* Try out ProtoBoost.ai * Connect with Nate on LinkedIn * Check out Nate’s newsletter, AI, Product & Tech

Innovation Quote“The best way to predict the future is to create it.” – Peter Drucker

Application Questions1. Which parts of your innovation process are most bogged down by manual research or repetitive work today? 2. How might you incorporate AI-based tools to speed up early idea validation without sacrificing decision quality? 3. What assumptions underpin your current product ideas, and how explicit are you about testing them before moving forward? 4. Where would you draw the line between tasks you’d automate with AI and those needing human judgment in your team? 5. Reflecting on a recent product decision, how might simulated customer interviews or market analysis have altered your approach?

BioNate Patel works at the intersection of business, technology, and AI—helping organizations move from experimentation to real transformation. With over 20 years of experience building and scaling products, he focuses on how companies can turn AI from a buzzword into a durable competitive advantage.

He believes the next era of growth won’t come from adding more tools, but from rethinking how decisions are made, how products are designed, and how intelligence is embedded into everyday workflows. Nate has led AI-powered initiatives across industries including e-commerce, construction, logistics, and enterprise services, always with an emphasis on practical impact over hype.

As the founder of Omnifyd AI and SFWP Experts, Nate helps leaders navigate the shift toward AI-native organizations—where automation, machine learning, and private AI systems are thoughtfully aligned with strategy, culture, and execution. His work spans everything from early prototypes to enterprise-scale platforms, with a consistent focus on clarity, velocity, and long-term value.

At the core of his work is a simple idea: AI doesn’t replace leadership—it raises the bar for it. The companies that win will be the ones that use AI deliberately, responsibly, and creatively to build the future they want.

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Practical tips for product managers facilitating innovation workshopsWatch on YouTubeTLDRInnovation strategy workshops offer a powerful way to reimagine product roadmaps—if done well. In this episode, I’m interviewing Amy Meginnes, a seasoned innovation workshop facilitator from Philips & Co., who shares a framework for designing, executing, and following through on workshops that deliver real outcomes. From doing pre-work and selecting the right participants to engaging activities, convergence techniques, and post-workshop follow-through, Amy breaks down best practices, common pitfalls, and actionable tips for product leaders aiming to run workshops that truly drive value.

IntroductionYour next breakthrough product isn’t hiding in market research reports or competitor analysis. There’s a better way—a well-run innovation strategy workshop. Done right, this workshop can transform your product roadmap, but done poorly, it waste everyone’s time and leave teams more frustrated than inspired. You’ve probably sat through workshops that generated hundreds of sticky notes but zero real outcomes. Or maybe you’ve been asked to facilitate one yourself and wondered how to avoid the common pitfalls. In this discussion, you’ll learn the framework for designing, running, and implementing innovation workshops that actually drive results—from choosing participants to converting ideas into funded initiatives.

Our guest is Amy Meginnes. Amy brings 15 years of experience facilitating innovation workshops for Fortune 500 companies. She’s developed breakthrough strategies for clients including SCJ Johnson, National Science Foundation, World Trade Center Association, US Foods, Honeywell, and has helped organizations from startups to enterprises transform their innovation processes. She is a strategist at Phillips & Co., a leading strategy and innovation consultancy based in Chicago.

Summary of Concepts Discussed for Product ManagersThe Power of Innovation Strategy Workshops:
Innovation workshops provide focused time away from daily routines, encouraging teams to reimagine their products and strategies with fresh, creative thinking.

Essential Pre-work:
Preparation sets the foundation for a successful workshop. Facilitators should interview or survey those closest to the product—frontline employees, customers, and potential users—rather than just executives. Participants benefit from simple pre-work, such as answering a few questions or reflecting on market gaps, ensuring they’re ready to think big and avoid feeling overwhelmed.

Defining Strategic Opportunity Areas:
Amy focuses an innovation strategy workshop on identifying strategic areas of opportunity or whitespaces. These could be new customer segments, differentiators in service delivery, or deeper exploration of technologies like AI. These areas should be identified based on data and customer insights gathered during pre-work, ensuring the workshop targets opportunities with real business impact.

Workshop Structure and Participants:
Amy recommends a workshop duration of 1.5 to 2.5 days. Innovation workshops work best with diverse groups—cross-functional specialists, customer-facing team members, decision makers like a product VP, and, ideally, some actual customers. A manageable group size and variety of perspectives help fuel more productive and energized sessions.

Including Customers and Experts:
Direct customer involvement in workshops or special customer summits provides firsthand feedback and valuable ideas. Inviting outside expert ideators further expands the team’s thinking, challenges assumptions, and helps visualize concepts, making ideation more tangible.

Setting Up a Safe Space:
Start the workshop by setting expectations and creating a psychologically safe environment with playful tools to encourage divergent thinking. Amy hands participants foam balls and invites them to practice throwing them at anybody who is being a naysayer.

Exploring Whitespaces:
During the workshop, Amy takes the team on “excursions” to explore strategic areas of opportunity. This can involve short group discussions or hours-long activities. Amy recommends active, tactile, and varied activities. Collect materials that participants create and have a person at the workshop whose job is dedicated to recording ideas. Amy shares a few ideas for excursions:

Process Map Activity:
One possible activity is visually exploring a process flow. Represent the steps in a process, such as a customer interacting with the product, on a wall. Have participants get out of their seats and talk through pain points. Then sit down and iterate on how the team could address the pain points.

Explore a Different Industry:
Remind participants that 99% of the problems they are experiencing in business have already been solved somewhere else. Get inspiration from how a company in a different industry or a different country has solved a similar problem.

Converging on Ideas:
Wrap up the session by narrowing down ideas through voting or targeted discussions. Invite participants to invite concepts against specific business criteria, such as revenue targets or customer retention, to ensure the winning ideas link directly to organizational goals.

Post-Workshop Follow-Through:
Successful workshops require strong follow-through: assigning ownership of ideas to individuals or small teams, thoroughly documenting discussions, and using established rubrics to assess and advance concepts. Clear accountability and process ensure ideas translate from sticky notes to practical action.

Facilitators’ Energy:
Amy says that being a good workshop facilitator is all about energy. She recommends that facilitators amplify their energy 10% in meetings and 30% in front of an entire room. If leading with high energy doesn’t fit your style, consider finding a colleague who thrives in that role to maximize impact.

Useful Links* Connect with Amy on LinkedIn * Learn more about Phillips & Co. * Connect with Phillips & Co. on Instagram

Innovation Quote“Aim to be heroically consistent, not consistently heroic.” – unknown

Application Questions1. What’s the most common pitfall you’ve seen (or experienced) in innovation workshops, and how could it have been avoided? 2. Who outside of your product team could you invite to your next workshop to bring in truly fresh perspectives? 3. What pre-work activity would best help your introverted teammates prepare for a successful ideation session? 4. How do you ensure that workshop ideas actually get resourced and executed, rather than dying on sticky notes? 5. What rubric or criteria could you co-create with key stakeholders to evaluate and advance the best workshop ideas?

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A product manager at Moleaer on science-driven product innovationWatch on YouTubeTLDRIn this episode of Product Mastery Now, I’m interviewing Christian Ference, Global Product Manager at Moleaer, about the company’s groundbreaking work with nanobubble technology. Moleaer’s innovative approach earned them the PDMA Outstanding Corporate Innovator Award, and Christian Ference shares how they’ve commercialized science-fiction sounding concepts for real-world impact, scaling the technology across industries from aquaculture to surface water remediation and even spas like Jacuzzi. The discussion dives into their 4D innovation process (Discovery, Definition, Develop, Demonstrate/Deploy), the messiness of innovation, and the importance of matching emerging science to customer needs.

IntroductionYour organization might be killing breakthrough products before they’re born. Most breakthrough ideas never see the light of day. However, that is not true for the case study we’ll examine in this episode. We’ll explore how to build an innovation engine that turns science fiction-sounding ideas into market winning products with Christian Ference from Moleaer. His company won PDMA’s Outstanding Corporate Innovator Award by creating an entirely new technology category – nanobubbles – and deploying more than 3,500 systems globally in under eight years. You’ll discover the innovation practices that made them successful and that you can use in your organization.

Christian is Global Product Manager at Moleaer, where he’s driven the commercialization of nanobubble technology from a mere concept with a two-person R&D team to what is now the standard practice across the industry. He holds degrees in Chemical and Environmental Engineering from University of Pittsburgh and previously co-founded Cropolis, giving him both startup and scale-up expertise in bringing emerging technologies to market.

Summary of Concepts Discussed for Product ManagersNanobubble Technology and Its Applications:
Christian Ference introduces listeners to nanobubbles—tiny bubbles 200 nanometers or smaller, naturally occurring but now able to be precisely generated and used thanks to Moleaer’s technology. He explains how these nanobubbles are deployed to attain new levels of efficiency and sustainability in industries such as aquaculture, surface water remediation, and home spas and Jacuzzis.

Applying for the PDMA Outstanding Corporate Innovator Award:
The rigorous review process for PDMA’s OCI Award forced Moleaer to deeply analyze and articulate the scope of their innovation activities. Moleaer faces the challenge of simultaneously advancing science and developing product applications. In some markets, like aquaculture, the science is well understood and the company is confident of good product-market fit. In emerging markets, the science is developing alongside the product-market fit, so continual iteration is necessary.

Moleaer’s 4D Innovation Process:
Christian explained Moleaer’s 4D solutions development process: Discovery, Definition, Development, and Demonstration/Deployment. This process helps the team know how much risk is appropriate to take at each stage. In the early stages, fast iteration and experimentation is the priority, and in later stages the iteration speed is slower as the focus shifts to finding an optimal solution and scaling.

Case Study: Jacuzzi True Water Product:
Christian walks through how Moleaer collaborated with Jacuzzi to bring a new product to market. By following the 4D process, the team iterated quickly to address both customer desires for clean, odor-free water and technical constraints, ultimately succeeding in creating a market-ready solution that reduced chemical usage and improved user experience.

Discovery: The team used a “reason to believe” framework, asking if there is a reason to believe the capabilities of nanobubbles can achieve the customers’ needs. They determined they could use nanobubbles to recue maintenance, improve water clarity, eliminate odors, and reduce chemical usage.

Definition: The team rapidly prototyped nanobubble technology and quantitively measured the effects of nanobubbles in a spa, finding that nanobubble technology can eliminate chlorine smell and improve water clarity.

Development: The team made hundreds of iterations of a nanobubble generator that met Jacuzzi’s requirements, such as power needs, water quality, and price point. This phase also involved refining the scope of the project to achieve the desired timeline, budget, and performance.

Demonstration/Deployment: The team implemented their solution in a Jacuzzi factory. This stage is often the least exciting part of product development, but Christian points out that it’s important to execute well, because if you don’t do 100% of the work, you may get 0% of the value.

Useful Links* Learn more about Moleaer * Connect with Christian on LinkedIn

Innovation Quote“Innovation is 1% inspiration and 99% perspiration.” – Thomas Edison

Application Questions1. How do you balance developing new technology with ensuring it addresses real customer needs and delivers measurable value? 2. In your organization, what structures or processes exist to help move an innovation from messy experimentation to scalable deployment? 3. How can product teams stay motivated and maintain momentum during the less glamorous but necessary phases of product launch and documentation? 4. What methods do you use to translate qualitative customer desires into quantitative solution requirements? 5. When entering a new market or technology domain, how do you determine the right speed and level of risk for iteration and shipping prototypes?

BioChristian Ference is Global Product Manager at Moleaer at Moleaer, Inc. Christian’s research focuses on the use of nanobubbles for treating algae, algae toxins, and improving aquatic environments. Outside of aquatic management, his research focuses on the unique properties of nanobubbles and their application in a variety of markets. Christian earned his B.S. in Chemical Engineering and M.S. in Environmental Engineering from the University of Pittsburgh.

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Recap of key insights for product managersWatch on YouTubeIntroductionIt is the first episode of 2026 and the beginning of the 12th year of the Product Mastery Now podcast, the longest running podcast for product managers. I’m recapping some stand-out episodes from 2025 and a couple from the previous years. I’m joined by my daughter and podcast producer, Kaitlin, who has written the podcast shownotes for the last several years. We each selected episodes from 2025 and an episode from the previous 10 years. I share my key takeaways from these episodes and we discuss the innovation quotes the guests shared.

Summary of Concepts Discussed for Product Managers568: How product operations drives efficiency and growth – with Robert Marten

Robert, at Pendo, explained how to apply the idea of project operations to product management. A product operations capability helps product managers improve their work and consistency, especially when presenting to senior leadership.

Innovation Quote: “Every system is perfectly designed to get the result it gets.” – Edwards Deming

If we don’t get the results we want from a system, the system isn’t broken; it’s delivering what it’s designed to deliver. If you’re not getting what you want from your product management group, try to fix your processes. Sometimes people get blamed when the process needs to fixed.

569: Product innovation insights from non-buyer stakeholders – with Jenn Tuetken

Jenn, director of innovation at Pella, explained how Pella reframed a problem with window installation. Previously the window industry attempted to solve problems with installation by training installers better. Pella instead decided to make their windows easier to install by doing ethnographic research with installers, who are important stakeholders but not customers.

Innovation Quote: “I don’t exactly know where I’m going, but I know how I’m going to get there.” – Boyd Varty, lion tracker

In innovation, we often don’t know the customer’s problem or solution until we do research. Innovation is a process of moving forward and learning along the way.

558: How sketch comedy makes you a better product manager and developer – with John Krewson

John, a software product leader and professional sketch comedy performer, explained how principles from sketch comedy can be applied to product management. Improvisation is a useful skill for innovators, since we don’t always know what the next step is.

Innovation Quote: “We don’t go on because it’s ready. We go on because it’s 11:30.” – Lorne Michaels

This quote refers to Saturday Night Live’s performances, which started at 11:30, whether the team was ready or not. Similarly, a product may have to launch before the team feels it’s fully ready, and deadlines can ensure we keep moving forward.

549: Mastering product innovation, based on 60 years of design insights – with Scot & Walter Herbst

Father and son Walter and Scot Herbst shared insights from their many years of product experience. Today, their design firm Herbst Produkt builds products for other companies. They guarantee that if they don’t come up with a market-winning product, their work will be free. They’re able to do this by deeply understanding the root cause of the problem and considering many alternative solutions. They bring four versions of a minimum viable product to the customer and synthesize the results from testing those into a single optimized product.

Innovation Quote: “There is no prize for solving correctly what proves to be the wrong problem.” – Emeritus Dean Julio Ottino from Northwestern University

Many companies don’t validate their product until they launch it. A clear product process, which considers multiple possible solutions and validates them with customers along the way, ensures we launch a product that actually solves the customer’s problem.

2025 Special: My favorite product innovation conference – with Spike Ross-Corbett and Bill Reid

In this episode, we talked about our favorite speakers at past PDMA Innovation conferences. Highlights include:

Geoff Thatcher’s Experience Design Model: Apply theme park design (attract, trust, inform, internalize, act) to product management.
Marissa Mayer’s 20% Time Story: Google’s AdSense was born from a culture that allows even “bad ideas” to be pursued, powering breakthrough innovation.
DFW Innovation Culture (Outstanding Corporate Innovator Award Winner): Everyone can be an innovator. Cross-org training fosters every-employee innovation, even in public sector contexts.

Innovation Quote: “Someone is going to make your product obsolete. Make sure it’s you.” – Edwin Land

Customer preferences and technology change, and if you’re not close to your customer, someone else who understands their needs better will surpass you.

548: Building a culture of fearless product innovation at Snap-On Tools – with Ben Brenton, PhD

When Ben, Chief Innovation Officer at Snap-On Tools, was first on the podcast in 2017, he was building a culture of innovation by spending four days each week out of the office to observe and talk to customers in their facilities. He brought along other employees from across the organization. In 2025, Ben was in the office two days a month and spent the rest of the time out with customers.

Innovation Quote: “The biggest mistakes in innovation are the products you don’t launch, not the ones you launch and fail.” – Ben Brenton

Products that launch and fail are learning opportunities. Product managers need to embrace failures and learn fast and break things.

522: Stop the stupid using proactive problem solving – with Doug Hall

Doug is the founder of Eureka! Ranch, which helps companies generate ideas, get to know customers, and develop products. Dough uses the phrase “stop the stupid” to remind innovators to get rid of processes that don’t create good outcomes for the team or the customer. In this episode, Doug talked about practical tips for solving problems more effectively.

Innovation Quote: “Ninety-four percent of the problem is the system. Six percent is the worker.” – Edwards Deming

Most problems are system problems, not people problems.

077: Scaling lean product management – with Ash Maurya

Ash, author of Running Lean and Scaling Lean, explained that we need to understand the problem our product is solving for the customer, not just create a product that sounds interesting.

Innovation Quote: “Love the problem, not the solution.” –Ash Maurya

It’s easy for product managers and engineers to get attached to their solution, causing us to be resistant to change or improvement. Instead, we should fall in love with the customer’s problem and deeply understand it and then rapidly iterate and validate our solution.

046: Building a global innovation capability at a large enterprise – with Caterpillar Director of Innovation Ken Gray

Ken, Caterpillar’s global Director of Innovation, explained how Caterpillar structured innovation into three categories:

Core – doing what Caterpillar already does but doing it better.
Adjacent – finding opportunities that are logical extensions of what Caterpillar does today or can be created by spanning business units.
Transformation – entirely new places for Caterpillar to go that you would not expect to be part of their business.

Innovation Quote: “Anything that won’t sell, I don’t want to invent. Its sale is proof of utility, and utility is success.” – Thomas A. Edison

Build the product customers actually want, not something that is just clever or novel. Edison was known for being very good at marketing and at understanding what customers want.

Chad’s Favorite Innovation Quote“Fall down seven times. Get up eight.” – Japanese proverb

BioChad McAllister, PhD, is a product management professor, practitioner, trainer, and host of the Product Mastery Now podcast. He has 30+ years of professional experience in product and leadership roles across large and small organizations and dynamic startups, and now devotes his time to teaching and helping others improve. He co-authored “Product Development and Management Body of Knowledge: A Guide Book for Product Innovation Training and Certification.” The book distills five decades of industry research and current practice into actionable wisdom, empowering product professionals to innovate and excel. Chad also teaches the next generation of product leaders through advanced graduate courses at institutions including Boston University and Colorado State University and notably re-engineered the Innovation MBA program at the University of Fredericton, significantly broadening its impact. Further, he provides online training for product managers and leaders to prepare for their next career step — see https://productmasterynow.com/.

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Reinvented innovation sprints for lasting culture change on product management teamsWatch on YouTubeTLDRThis episode of Product Mastery Now features a conversation with Sarah Stabelfeldt, VP of Innovation, and Melissa Pierson, Innovation Programs Manager at Schreiber Foods, about building high-impact innovation processes within large organizations. The discussion centers on Schreiber Foods’ journey to revitalize their innovation culture, launch The Hatchery coaching and innovation program, and successfully integrate AI tools to accelerate value creation. Key takeaways include how to foster cross-functional collaboration, strategies for maintaining innovation momentum after sprints, and practical ways to leverage AI to free teams for more meaningful, creative work.

IntroductionProduct innovation processes are quickly improving. While this is great news, most organizations don’t even have a well-defined process. In this discussion, we’re exploring how to build an innovation engine that works, delivering value to customers and to the organization, with real AI integration that cuts development time from months to weeks or even days. If you’ve ever felt like your innovation sprints lose momentum, your stakeholders resist change, or you’re not sure how to practically use AI beyond the hype, you’re not alone. These are the challenges that led a $7 billion food company to reimagine how they innovate. And, we’ll learn about the innovation approach they created, called The Hatchery, including the AI tools they use.

Our guests are both with Schreiber Foods. Sara Stabelfeldt is the VP of Innovation and was previously an Innovation Leader at Kimberly-Clark. Melissa Pierson, is the Innovation Programs Manager, who previously worked in quality systems and also held quality positions at Eli Lilly.

Summary of Concepts Discussed for Product ManagersSchreiber Foods’ Innovation Transformation
Schreiber Foods is a $7 billion customer-branded food company that manufactures cheese, yogurt, cream cheese, and aseptic beverages for retailers and food service. When CEO Ron Dunford took over in 2019, he initiated a transformation to accelerate growth by amplifying innovation capability. This led to a comprehensive innovation ecosystem including core innovation (supporting existing business), adjacent innovation (new revenue streams), digital labs, corporate venture capital, and The Hatchery—an innovation approach that helps companies build practical innovation cultures and programs.

Building Culture Through the Snowball Effect
Sarah describes building culture as akin to building a snowball, an analogy coined by her colleague Erin Faulk. You can’t force culture by pushing too hard or it crumbles. Instead, you form it and let it roll, responding to the organizational climate, context, and people. Culture is built through repeated actions that demonstrate what’s valued, not just through messaging. This approach recognizes that innovation culture must adapt to its environment rather than being imposed from above.

The Hatchery Innovation Framework
Sara explains that The Hatchery is an innovation approach developed at Schreiber Foods to equip product managers and innovators with the tools, structure, and approach to maximize culture and impact. The program alternates between learning and doing to help teams develop, practice and embed mindsets, behaviors, and technical skills in the organization to reignite innovation journeys.

Practically implementing the Hatchery involves strategic coaching and mentoring, creating a culture of innovation, using an innovation toolbox, and running innovation sprints.

Building Innovation Culture
Melissa explains that The Hatchery helps teams believe that complex problems can be solved. Product teams that participate in sprints often return to their jobs with a new mindset to find different ways to solve problems.

Product Innovation Sprints
In The Hatchery framework, cross-functional teams participate in week-long innovation sprints, applying best practices from a variety of innovation methodologies. These sprints begin with determining what the business or team is trying to achieve and identifying and quantifying the problem that is holding them back. Next, the team approaches the problem with empathy, trying to understand how other business units experience the same problem. Understanding others’ pain points allows the organization to share a collaborative mission. Next, the team discusses Jobs-To-Be-Done or “How might we” statements to unlock progress. They then work on idea generation, prioritization, and prototyping. The outcome of the sprint is a set of ideas and clarity on the next steps.

Ending the Sprint with an Open House
The Hatchery sprints end with an open house, during which the team shows their work in progress to others from across the organization who help build ideas and give feedback.

Sustaining Momentum After Innovation Sprints
One of the biggest challenges in innovation is maintaining energy and progress after the initial sprint ends. The Hatchery address this by building momentum during and after the sprint. The sprint has an executive sponsor for the sprint and is strategically aligned to a business imperative. Innovation champions on the team have a passion for innovation and the mindset and skillset to help the team continue to implement what they learned during the sprint. The coaches who lead the sprint stay involved to help move the project forward.

Real-World Example: Industrial B2B Service Model Transformation
An organization in the industrial B2B space had an ambitious concept that would redefine their service model and expand market reach. When they presented the big idea, experienced stakeholders immediately became cautious, filtering the concept to protect the business from perceived risk, causing the market-moving idea to get chipped away into tiny changes that would solve nothing. Rather than shrinking the idea itself, Melissa’s team went back to the core vision and instead chunked down the steps to achieve it. They identified critical assumptions that could prove out the whole idea or potentially invalidate it, then tested those narrow pieces through overnight consumer testing, AI persona vetting, and isolated manufacturing process trials. By building buy-in through evidence and data from these quick, believable steps, they maintained the inspiration for the big vision while making it doable and realistic.

Strategic AI Integration
Sara and Melissa use AI tools to accelerate innovation. They have realized that unlocking AI’s potential isn’t about the tool itself but about learning how to interact with it. They’ve built a repeatable prompt library with persona roles, mindsets, specific innovation theory context, and relevant constraints. Their use of AI cultivates thought partnership, leveraging the unique strengths of both humans and AI.

The team’s mantra is “It’s not what AI gives us; it’s what it frees us to become.” When AI handles data synthesis, pattern recognition, and quantitative analysis, innovators can focus on empathy, intuition, emotional depth, cultural context, and nuanced judgment—the messy, fun parts of innovation. They use prompts to explore how ideas would be solved 10 years in the future, historically, or in other cultures.

The team uses multiple tools including Gemini, Copilot, and Aucctus, a set of AI agents trained on innovation theory that enables teams to chat with consumer personas.

Useful Links* Learn more about The Hatchery and how it could help your organization * Connect with Sara and Melissa on LinkedIn

Innovation Quotes“If you want to know where your heart is, look to where your mind goes when it wanders.”   – Walt Whitman

“Tell me what is it that you plan to do with your one wild and precious life.” – Mary Oliver

Application Questions1. How does your organization currently ensure that ideas generated in sprints or hackathons have executive support and resources to move forward? 2. What cultural blockers to innovation (e.g., silos, blame, inertia) do you notice, and how might you encourage greater internal empathy? 3. In what ways could you leverage AI to accelerate or strengthen your product development process—where could it free you for more creative or strategic work? 4. What does your sprint “end” look like, and how might an open house-style presentation change the energy and follow-through versus a formal report out? 5. How do you identify and support innovation champions or coaches in your organization so that innovation momentum spreads beyond a dedicated innovation team?

BioAs Innovation Programs Manager at Schreiber Foods, Melissa leads initiatives that inspire the core and activate a culture of curiosity and experimentation. She brings deep experience in intrapreneurship, product development, and business model innovation. Melissa is also a driving force behind The Hatchery—Schreiber’s external innovation service provider—where she helps teams move beyond “innovation talk” into real action.  Her work often explores how human-centered design and emerging technologies can work in harmony—amplifying creativity, accelerating learning, and unlocking meaningful, scalable impact. With a background spanning pharma, food, contract manufacturing, Lean/6-Sigma, and project management, she brings both structure and spark to the innovation ecosystem. 

Sara Stabelfeldt is a strategic thinker with the skills of an engineer and the soul of the customer. As the Vice President of Innovation at Schreiber Foods, Sara inspires a team of serial intrapreneurs and business builders to dream big and unlock new growth engines in service of the company’s mission to Do Good Through Food.

Prior to Schreiber, Sara has a proven track record of leading innovation for iconic brands like Kleenex®, DEPEND®, and HUGGIES®. Samples of her work were featured in both Clayton Christensen’s time-tested book ‘Competing Against Luck’ and as a gift in the Emmy’s Swag Bag.

Sara’s passion for her work stems from her love of strategy and commitment to building talent. She approaches every challenge with a focus on fundamental consumer insights and technical innovation principles. But it’s not just theory.  Her work is reflected in numerous patents and publications and can be found in millions of homes each and every day.

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Accelerate, expand, and simplify your product management workflowWatch on YouTubeTLDRProduct managers struggle with using AI effectively despite the hype around its potential. Valerio Zanini, author of AI for Product Managers, shares practical frameworks for leveraging AI tools in customer discovery, hypothesis validation, and feature selection. Key insights include using AI as a discovery assistant to analyze customer interview transcripts, synthesizing market research across multiple sources, and creating rapid prototypes with AI coding tools. Our conversation addresses real barriers product managers face—from corporate restrictions to lack of expertise—and provides actionable approaches to accelerate time-to-insight from months to weeks or days.

IntroductionProduct managers know that discovery and validation can make or break a new product or a new version of a product. But, how can AI help us have more success in these areas while also accelerating our work from months to weeks or even days? Many product teams are drowning in customer data while simultaneously starving for actionable insights—it is a challenge I encounter often when I train product managers in companies. AI brings emerging tools to gain value from this data and improve our work. You’re probably already using AI in your work, but I also bet you want to know how to get more from it—how to unlock it’s real potential. Today, you’ll learn specific approaches for using AI to conduct customer discovery, validate hypotheses faster, and select features.

Our guest, Valerio Zanini, brings 20 years of product experience, from founding startups to leading digital transformation at Capital One. He’s trained thousands of product managers worldwide and literally wrote the book on AI for Product Managers. His frameworks aren’t theoretical—they’re tested across industries and proven to accelerate time-to-insight.

Summary of Concepts Discussed for Product ManagersValerio’s Book, AI for Product Managers
Valerio wrote AI for Product Managers after discovering a gap between AI hype and reality. While social media showcases impressive AI use cases, his research revealed most product managers don’t use AI due to corporate restrictions, lack knowledge about implementation, or struggle with basic application. The book addresses the practical barriers preventing product teams from capturing AI’s benefits, moving beyond theoretical possibilities to tested frameworks that work across industries. When used correctly, AI tools expand, simplify, and accelerate product managers’ work.

The Gap in AI Adoption by Product Managers
Many product managers face significant obstacles to AI adoption that don’t appear in success stories. Corporate environments often restrict AI tool access due to privacy concerns, leaving teams with sandboxed systems inferior to consumer tools like ChatGPT. Product managers frequently lack permission to use AI, don’t understand how to apply it effectively, or face organizational inertia. This creates a disconnect between the potential demonstrated in workshops and conferences versus day-to-day practice where teams remain starved for actionable insights despite drowning in customer data.

AI as a Discovery Assistant
AI excels at analyzing customer interview transcripts to find patterns and insights that humans might miss. After conducting customer interviews, product managers can feed transcripts into AI tools to identify recurring themes, pain points, and unmet needs across conversations. The AI can also act as a synthetized user, helping to expand thinking into areas not initially considered and providing different perspectives on customer feedback. This approach transforms hours of manual analysis into minutes while uncovering insights that might otherwise remain hidden in the data.

Synthetic Users vs Real Customer Interviews
Valerio shared an example of practicing customer interviews in different settings—sitting in a coffee shop talking to real people versus interviewing synthetic AI customers from your office. Synthetic users are digital personas that can simulate customer interviews, providing insights about behaviors, problems, and needs. This offers two key benefits: speed (conducting research in a day from your desk) and practice (refining interview techniques before engaging real customers). Valerio noticed that AI users can help uncover problems that real people may be uncomfortable sharing. On the other hand, real people helped him find edge cases that AI missed.

Synthesizing Market Research
Product managers typically gather market research from multiple sources—analyst reports, competitor analysis, industry trends—but may struggle to synthesize this information effectively. AI can process and combine insights from diverse sources, identifying connections and patterns across materials. Rather than spending days reading and consolidating reports manually, product managers can use AI to generate comprehensive summaries that highlight key trends, competitive dynamics, and market opportunities. This acceleration from weeks to hours enables faster strategic decision-making.

Problem Framing with AI
Before diving into solutions, product managers need clarity on the problem they’re solving. AI can help frame problems by analyzing customer feedback, market data, and business constraints to articulate the core challenge. This includes defining the problem space, identifying affected customer segments, and understanding the business context. AI tools can generate multiple problem framings from the same data, helping teams avoid premature solution-jumping and ensuring alignment on what problem deserves resources.

Rapid Prototyping and Validation
AI coding tools have eliminated traditional prototyping barriers by enabling anyone to create working prototypes without coding expertise. Product managers can describe a feature idea verbally and generate a functional prototype in hours or even a single day. These prototypes aren’t production-ready but allow teams to test problem-solution fit with customers before writing detailed specifications. The ability to iterate rapidly—testing, gathering feedback, and refining—transforms the validation process from a bottleneck requiring design and engineering resources into an empowering capability for product managers.

Feature Ideation and Prioritization
AI can generate feature ideas based on customer insights, market research, and business goals, then help evaluate and rank these options. Product managers can use AI to apply prioritization frameworks like RICE or opportunity scoring models to assess potential features. However, confidence scores should remain low for AI-generated ideas until validated through customer testing. The combination of AI ideation followed by rapid prototyping enables teams to explore a broader solution space while maintaining validation discipline.

Risks of AI Tools in Product Management
Valerio points out that a risk of using AI tools is that they can also accelerate problematic product management practices like feature creep. AI tools shouldn’t make strategic decisions for product managers. Teams can build features quickly and efficiently while still creating the wrong product if they lack clarity on customer problems and value creation. AI tools can’t replace the fundamental discipline of understanding what customers need.

Useful Links Check out Valerio’s book, AI for Product Managers* * Connect with Valerio on LinkedIn * Get discovery prompts for interviews, synthetic users, conducting the interview, and synthesis

Innovation Quote“There can be no agility without product thinking.” – Valerio Zanini

Application Questions1. How might using AI to analyze customer interview transcripts change your discovery process? What safeguards would you implement to ensure AI-surfaced insights are validated rather than accepted uncritically? 2. If your organization restricts AI tool access due to privacy concerns, what steps could you take to build a business case for secure AI capabilities? What alternatives exist when full AI access isn’t available? 3. If you could create working prototypes in hours instead of waiting weeks for design resources, how would this change your validation approach? What new opportunities would this enable in your product development process? 4. When AI generates feature ideas or prioritization recommendations, how do you determine appropriate confidence levels before customer validation? What criteria distinguish AI suggestions worth prototyping from those requiring additional research first? 5. How do you ensure your team maintains strong product thinking discipline while adopting AI tools that can accelerate execution? What practices prevent the risk of building the wrong things faster?

BioValerio Zanini is a Certified Product Innovation Trainer (CPIT) and a Certified Scrum Trainer (CST). As a trainer and consultant, Valerio works with companies around the world to help them learn, adopt, and improve their AI and Product Management practices. He has taught thousands of people ranging from small startups to large corporations.

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How top industry leaders are breaking down barriers in product management and innovationWatch on YouTubeTLDRThree innovation consultants—Matt Phillips, Mike Hyzy, and Will Evans—share insights from facilitating the executive innovation track at PDMA’s Ignite Innovation Conference. The session brought together 25 senior directors and VPs from Fortune 100 companies to discuss their most pressing innovation challenges. They discussed key challenges to innovation, including managing capacity to carve out space for innovation work, driving AI adoption across the workforce, and building innovation cultures that spread beyond dedicated innovation teams. Solutions discussed include celebrating effort over success, creating visible recognition systems for innovators, and developing innovation models that train innovation champions across different parts of organizations.

IntroductionWhat happens when innovation executives from across industries gather in one room to surface their most urgent challenges? In this discussion, we’re going behind the scenes of the Executive Innovation Track at PDMA’s Ignite Innovation conference—a rare opportunity where leaders dropped their guard and revealed the real innovation challenges keeping them up at night. We’ll discuss the actual challenges executives are facing right now, discover which constraints matter most, and learn how leaders are breaking through their biggest innovation barriers.

Our guests facilitated this executive session. Matt Phillips founded Phillips & Co., advising companies like Paramount Pictures and Pepsi on accelerating innovation. Mike Hyzy leads CGI’s Product Studio, helping organizations turn AI and emerging tech into market-winning products. Will Evans from Fugue Strategy brings strategic foresight and Theory of Constraints expertise to help companies build adaptive organizations.

Find out more about the Product Development and Management Association (PDMA) and next year’s innovation conference.

Summary of Concepts Discussed for Product ManagersChallenges in InnovationManaging Capacity for Innovation
Will Evans highlighted that executives struggle to carve out capacity—both internal and external resources—to do innovation work while managing existing operations. Organizations face the tension between day-to-day operational demands and the need to invest in future innovation.

AI Adoption and ROI
Mike Hyzy identified low adoption rates as a major challenge. Even after selecting AI platforms (Copilot, ChatGPT, Claude, GitHub Copilot, etc.), only 15% of employees typically use these tools. Without widespread adoption, organizations can’t achieve the promised ROI from AI investments. The challenge extends across different personas and roles, from knowledge workers to engineers.

Culture and Spreading Innovation Beyond the Few
Matt Phillips found that culture is a barrier to innovation. Executives are facing challenges trying to spread innovation beyond dedicated NPD or innovation groups. Leadership attitudes and organizational culture often prevent employees from suggesting ideas or taking innovation risks.

Solutions and ApproachesCelebrating Effort, Not Just Success
Organizations should recognize teams and individuals who attempt innovation, even when efforts don’t result in products. One manufacturing company created an “innovation wall” that celebrates anyone who suggests an idea or launches a product, reinforcing that innovation is valued regardless of outcome.

Moving Beyond Monetary Rewards
Effective recognition goes beyond financial incentives. Visibility matters—putting people on pedestals, sharing their stories, and creating narrative examples that shape culture. Recognition should be authentic and tied to what makes individuals feel valued in their specific organizational context.

Change Management Evolution
The discussion highlighted that template-driven change management is becoming less effective. Organizations need to relearn how to manage through change, starting with individual transformation rather than top-down mandates.

Breaking Down Silos Through Transparency and Communication
Organizational silos create significant waste and duplication. Executives shared examples of teams discovering they’d been working on identical projects for months, spending tens or hundreds of thousands of dollars unnecessarily. One IT leader from a large insurance company stressed the importance of making roadmaps and IT system implementations visible across the organization to prevent duplicate software license purchases and redundant project work. Effective communication unlocks innovation. Large companies excel at building silos, making continuous visibility into ongoing work critical for innovation efficiency.

Middle Management Resistance
Middle management often creates bottlenecks in the innovation process. While entry-level employees feel free to generate ideas and senior management supports experimentation, middle management can be threatened by new ideas or uncertain how to handle them, causing proposals to stall out. One executive’s advice for addressing this challenge was for lower-level employees to consider going around middle management directly to senior leadership to get approval for experiments.

Accountability and Follow-Through
Accountability is necessary for turning conference insights into action. After Matt’s team created a comfortable environment where executives openly shared their challenges, Mike and Will structured the second half of the workshop around identifying specific bottlenecks and Monday-morning actions. The session concluded with a deliberate accountability mechanism: Participants were paired with partners and instructed to reach out in 30 days and ask: “Did you do the things you said you were going to do in this workshop?” Often conference attendees absorb tremendous information over three days but struggle to implement changes when they return to work. By creating peer accountability partnerships and planning follow-up emails to reinforce commitments, the facilitators aimed to ensure executives actually execute on their stated intentions rather than letting insights fade without action.

Innovation Barriers in Academia and the Organizational-Market Mismatch
Will Evans described insights from the 25% of attendees with academic backgrounds. While universities are often viewed as hotbeds of innovation, they face the same organizational impediments as corporations. Academic participants reported struggling with the same challenges as their peers in industry: getting cross-functional groups together for basic tasks like IP licensing deals, navigating bottlenecks and policies that prevent commercializing novel university-generated innovations, and dealing with cultural inertia that blocks progress. Even converting university IP into commercial products faces numerous structural barriers. Across both academic and corporate organizations, there can be a mismatch between organizational structures and their markets. Despite these challenges, participants found solidarity at the conference, where leaders recognized they’re all facing similar struggles.

Useful Links* Connect with Will, Mike, and Matt on LinkedIn * Learn more about Phillips & Co.

Innovation Quote“Innovation is the ability to see change as an opportunity—not a threat.” – Steve Jobs

Application Questions1. Capacity Allocation: How does your organization balance the tension between operational demands and carving out dedicated capacity for innovation work? What specific mechanisms or rituals help protect innovation time from being consumed by day-to-day priorities? 2. AI Adoption Strategy: If your organization has invested in AI tools but adoption remains low, what behavioral barriers prevent wider use? How might you apply principles from behavioral economics, gamification, or habit psychology to increase meaningful adoption among product teams and stakeholders? 3. Culture Beyond the Innovation Team: In what ways does your organizational culture either enable or inhibit innovation contributions from people outside the formal product or innovation functions? What would celebrating effort over success look like in your specific context, and how could you implement recognition that feels authentic rather than performative? 4. Federated vs. Centralized Innovation: What are the trade-offs between a centralized innovation team model and a federated approach that trains champions across different business units? Which model better fits your organization’s structure, culture, and innovation maturity level? 5. Change Management Approaches: How is your organization approaching the current wave of AI-driven transformation? Are you relying on template-driven change management, or are you creating space for individuals to lead their own change process? What would need to shift to move toward more emergent, individual-driven transformation?

Matt Phillips is a leading expert on strategy and innovation. For over 20 years, Matt has been an in-demand advisor to the Fortune 500, large nonprofits and rapidly growing mid-sized companies. As the founder of Phillips & Co., a Chicago-based innovation think tank, Matt leads a team of researchers, strategists and inventors who help organizations invent new products, services and businesses. Their clients include Paramount Pictures, Dell, Verizon, Purina, Pella, the National Science Foundation, the TSA, and the Crohn’s & Colitis Foundation. Matt holds an MBA from the Kellogg School of Management at Northwestern University and is a graduate of the Conservatory Program in Improv at The Second City.

Will Evans brings a wealth of experience with several of the best-known and most successful companies in experience design, healthcare, and the consumer web. He focuses on integrating design thinking and service design to delight customers and increase profitability. Essential to that effort is the development of future-casting organizational transformation teams that can work seamlessly across organizational functions—an area where Will brings deep expertise. Equal parts business strategist and creative visionary, he has served as a principal and executive creative director for design organizations and functions where he built teams, a client base, and products and services from the ground up. He holds patents for several products he designed in online search and navigation systems. Will has led transformational initiatives for Fortune 50 companies across a range of industries, as well as for start-ups and nonprofits. He has designed and built out enterprise digital/product transformation offices to sustain cultures of continuous discovery and delivery. He advises clients on driving innovation and the behavioral and culture change required to support it while creating products, services, capabilities, and ecosystems that improve the bottom line. Will is inspired by the next generation of design thinkers and lean practitioners. He has been a lecturer in the graduate design, technology, and business strategy programs as Design-Thinker-in-Residence at NYU’s Stern School of Business. Will has taught and facilitated design thinking sessions with Simon Sinek with TED Global Prize winners. He holds a Jonah, certified in Theory of Constraints from the Goldratt Institute, and more recently, he is the author of “Designing Resilience: The Strategy, Structure, and Spirit of Enterprise Agility.”

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How Pella revolutionized the window industry by solving installers’ overlooked pain pointsWatch on YouTubeTLDRThis episode explores how Pella Corporation transformed window installation by shifting their innovation focus from buyers to installers—the often-overlooked specialists whose work makes or breaks the customer experience. Director of Innovation, Design, and Brand Experience Jenn Tuetken shares the journey behind developing Pella’s award-winning Steady Set Interior Installation System, which slashes install time by 72% and enables a single person to complete what once required two. Learn about deeply immersive market research, uncovering hidden pain points, and the strategic moves that made industry-wide change possible—all without lowering prices.

IntroductionWhat if your biggest innovation opportunity isn’t with the people who buy your product, but with the people who install it? We’re exploring how Pella Corporation revolutionized the window industry by obsessing over installers—the critical users who don’t purchase windows but determine whether every installation succeeds or fails. You’ll discover a framework for researching non-buyer stakeholders, specific techniques for uncovering hidden pain points people have accepted as normal, and strategies for driving market adoption without lowering prices—all through the story of an innovation that cuts installation time by 72% and can transform a two-person job into a one-person task.

Joining us is Jenn Tuetken, Director of Innovation, Design, and Brand Experience at Pella Corporation, where she’s led the development of award-winning innovations including the Steady Set Interior Installation System and Hidden Screen. With experience from Michael Graves Design Group to founding her own design consultancy, she brings over 15 years of expertise in translating user insights into breakthrough products.

Find out more about the Product Development and Management Association (PDMA) and next year’s innovation conference.

Summary of Concepts Discussed for Product ManagersNew Product Ideas from Customer Visits:
Jenn recommends visiting customers as a method to better understand their needs and generate ideas for new products. At Pella, a window company, product managers can easily visit customers or potential customers, since nearly everyone owns windows, but the large amount of information available can make distilling meaningful insights a challenge.

The Strategic Shift:
After 90 years of focusing innovation on homeowners, Pella recognized they had a critical blind spot. Their products were designed for building systems and codes, not for the installer experience. Pella’s innovation team discovered that poor installations were driving customer callbacks, damaging brand reputation, and creating market inefficiency. This realization led them to target installers as an innovation opportunity, even though installers don’t purchase the product.

Ethnographic Research Methodology:
Pella conducted ethnographic field research with installers across different skill levels and markets, shadowing them for 8-10 hour days to observe their workflows and pain points. Two innovation team members—an engineer and a designer—observed installers and distilled insights full-time for three months. The team focused on watching what people do rather than just listening to what they say. This approach proved essential for uncovering normalized inefficiencies that users had accepted as standard practice and no longer thought to mention or complain about.

Customer Insights:
The research revealed that installers weren’t complaining because they assumed “this is just how it is.” The windows were designed to be installed from the outside of the house, but for safety most installers installed windows from the inside, requiring two people. Installers had been adapting their work to poorly designed products rather than products being designed for their needs. Market research showed that installers would actually pay more for products that saved them time and reduced labor requirements.

The Innovation: InstaLaunch System:
Pella redesigned their windows to be installable from the inside of the house. The InstaLaunch system improves safety and transforms two-person installation jobs into one-person tasks. This provides faster speed to market for builders and creates product differentiation without competing on price. The innovation addressed the core pain point while delivering measurable value across the entire value chain.

Launch Strategy:
Pella started by validating their hypothesis through installer conversations, then built early prototypes for field testing and iteration. They tested their prototypes with installers on the job site, including testing how easy it was to learn how to use the system. The company took a calculated risk by accepting public pre-launch visibility to gain market momentum, which enabled partners to forecast demand through joint business planning sessions.

Impact of Customer Stories:
The product innovation team brought back real quotes, stories, and videos from customers using their new product. These real stories motivated the development team and influenced other stakeholders by showing them the transformational impact their product was having.

Business Impact:
The InstaLaunch system helped Pella gain market share without lowering prices. Customer service callbacks related to installation decreased. The innovation strengthened brand positioning around quality and innovation while creating scale across product lines and customer segments.

Useful Links* Learn more about Pella and innovation at Pella * Connect with Jenn on LinkedIn * Check out Pella on LinkedIn, X, or Instagram

Innovation Quote“I don’t exactly know where I’m going, but I know how I’m going to get there.” – Boyd Varty, lion tracker

Application Questions1. How can your product team identify and prioritize non-buyer stakeholders who truly determine product success? 2. What immersive research techniques could you deploy to uncover customers’ real-world pain points, beyond surveys and interviews? 3. Where in your current value chain might industry-accepted problems actually signal opportunities for disruptive innovation? 4. What processes can you introduce to ensure crucial user insights carry through from discovery to marketing and commercialization? 5. How would you build a business case to get buy-in for investing in innovation that targets overlooked user groups rather than direct buyers?

BioLeading Pella Corporation’s innovation trajectory, Jenn Tuetken harness strategic leadership and design acumen to propel product and brand experiences into the future. Her role as Director of Innovation, Design, and Brand Experience is a testament to a refined skill set in project portfolio management and stakeholder engagement, ensuring resource allocation aligns with our visionary goals. The innovation pipeline at Pella has continuously and successfully launched award-winning products like the Steady Set Interior Installation System, Easy Slide Operator and Hidden Screen. Jenn’s team’s collaborative spirit and customer-centric approach have culminated in industry recognition, setting new benchmarks for excellence in the window and door sector.

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Tools, data, and process for product ops – lessons for product managers from PendoWatch on YouTubeTLDRThis episode dives into the increasingly impactful world of product operations, with insights from Robert Marten, Senior Manager of Product Operations at Pendo. We discuss what product operations is, how it streamlines efficiency for product teams, its key pillars (tools, data, process), cultural shifts toward focusing on customer problems over requirements, and practical examples of tool use and benefits at Pendo. You’ll learn how product operations makes product management less chaotic, accelerates onboarding, and fosters a collaborative, efficient culture.

IntroductionToday’s topic is product operations. A lot of product teams are drowning in documentation, don’t have a clear focus, and might not really know what their North Star is. Groups that have adopted product operations have found success, but a lot of organizations don’t know about product operations yet. We’re going to dive into details about what product operations is.

I am joined by Robert Marten. He is the Senior Manager of Product Operations at Pendo. You may recognize Pendo as the software tool that helps people writing software products themselves augment them with instrumentation to get better insights. Robert is revolutionizing how Pendo does operations themselves. He has a unique background spanning military operations as an Air Force commander to leading Agile transformations at Johnson & Johnson. Robert brings a systems thinking approach to produce development and product management.

Find out more about the Product Development and Management Association (PDMA) and next year’s innovation conference.

Summary of Concepts Discussed for Product ManagersWhat is Product Operations?
Robert shares that product operations is about maximizing efficiency in executing a product’s mission. At Pendo, it focuses on tools, data, and process, aiming to empower product managers to do deep work rather than get bogged down in administrative chaos.

Reducing Process & Enhancing Efficiency
Process isn’t about bureaucracy—it’s about streamlining activities and ruthlessly removing unnecessary steps. Robert emphasizes that the goal is efficiency, not standardization for its own sake. Product ops should remove process whenever the cost of the process in time or money outweighs its benefits.

Solving Communication Challenges
Disjointed communication and documentation practices slow teams down. Standardized reporting and tool use help with transparency, giving everyone access to current information and helping align teams on customer-centric objectives.

Focus on Solving Customer Problems
Robert has observed product teams focusing on the product’s scope or requirement document instead of solving the customer problem. This leads to inefficiencies like not killing a feature soon enough or killing it too soon. Simply changing your language in conversations to reference the customer problem rather than the scope of the product can help the team maintain the right focus.

Tooling at Pendo
Robert describes how Pendo itself, Airtable, and the Atlassian Suite (JIRA, Confluence) are used to drive product ops. Tools are chosen for flexibility, enabling tailored views and efficient status reporting.

From Chaos to Clarity
One of the most tangible benefits of product ops is the reduction in “fires”—less confusion, fewer last-minute emergencies, and more time for meaningful work. Product ops ensures that everyone is on the same page, facilitating faster time to market and better alignment to customer needs.

Impact on Career Growth
Product ops helps product managers ramp up faster, develop their skills more quickly, and spend more time on impactful work that helps them build their brand within the organization.

Useful Links* Connect with Robert on LinkedIn * Learn more about Pendo * Listen to episode 363: Get better performance by being a product-led organization – with Todd Olson

Innovation Quote“Learning is not compulsory. Neither is survival.” – Edwards Deming

“Every system is perfectly designed to get the result it gets.” – Edwards Deming

Application Questions1. How does your team currently manage product documentation and communication, and where do inefficiencies show up? 2. In your organization, do product managers “dual hat” with ops roles? Would separating these roles improve your team’s efficiency? 3. How do you ensure your product work stays focused on solving customer problems rather than just completing the documented scope? 4. What tools and processes do you use for status reporting, and are they flexible and accessible to everyone who needs them? 5. How could product operations help you reduce chaos and fires in your daily work, and what barriers do you see to implementing it in your organization?

BioRobert Marten is currently the Senior Manager of Product Operations at Pendo, a high-growth SaaS company, where he helps the product organization scale effectively and deliver with impact. With more than 15 years of experience spanning agile, project management, product operations, and leadership, Robert has built a career focused on developing high-performing R&D teams and driving efficiency in product delivery.

Like many in the technology industry, Robert is in his second career. Before moving into the civilian sector, he served for eight years as a pilot in the U.S. Air Force, where he developed the leadership and adaptability he now brings to building successful product teams.

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Transforming customer insight with AI – for product managersWatch on YouTubeTLDRIn this episode, I sit down with Dr. David Robertson, senior lecturer at MIT Sloan and co-founder of ProtoBoost AI, to explore the transformative impact of AI on the innovation process. Drawing on decades of experience in product management and innovation, David Robertson discusses how product managers can leverage AI at every stage of the innovation lifecycle—from customer research and need-finding to prototyping, business case development, and cross-functional coordination. The episode covers practical challenges product managers face, ways AI can augment key skills, and the future potential and risks of AI-driven innovation.

Introduction Our guest is Dr. David Robertson, a senior lecturer at MIT Sloan School of Management. We are talking about the impact of AI on the innovation process. David is the author of Brick by Brick, the book on LEGO’s rebound from near bankruptcy around 2003, and the author of The Power of Little Ideas on complementary innovation. David spent five years at McKinsey leading the product development practice and has served as CEO of multiple tech companies. He recently co-founded his own tech company, ProtoBoost.ai to accelerate AI driven innovation. He has also taught at Wharton and IMD Switzerland and now runs MIT’s largest executive ed program.

Summary of Concepts Discussed for Product ManagersAI’s Transformation of Innovation:
AI can now be applied at nearly every step in the traditional innovation process—design sprints, customer insight, prototyping, business modeling, and more.

A Brief History of AI:
David Robertson reflects on the evolution from 1980s rule-based AI to today’s data-driven, generative models capable of natural language processing and complex tasks.

Challenges for Product Managers:
Many product managers have strengths in some areas (e.g. customer understanding, engineering dialogue) but lack expertise in others (e.g. financial modeling, stakeholder communication). AI is emerging as a tool to fill these skill gaps. David highlights the use of AI in helping product managers communicate with other stakeholders, understand the effect of a new feature on P&L, and talk to customers.

Synthetic Customers:
Recent advances show AI can act as synthetic customers, simulating human responses for interviews and market research, sometimes even more reliably than real users.

AI Agents for Every Stage:
David anticipates specialized AI agents for building business cases, segmenting markets, or validating user needs—PMs shift from juggling every detail to orchestrating and validating agent outputs.

Useful Links* Connect with David on LinkedIn * Listen to the episode about LEGO’s transformation: 537: Step-by-step community engagement for your product – with Jake McKee

Innovation Quote “Play all the keys on the innovation piano.
“Date your customer. Don’t fight your competitor.
“Innovation flourishes when the space for it is limited.” – David Robertson

Application Questions1. Which stages of your innovation process could most benefit from AI-driven support or automation, and why? 2. How could synthetic customers or AI-powered personas change your approach to need-finding and user research? 3. Where do you see the biggest skill gaps in your product management team, and what AI tools could help bridge these gaps? 4. What challenges do you anticipate when orchestrating multiple AI agents to support complex innovation tasks? 5. How can deliberately introducing constraints in your innovation projects promote more focused and valuable outcomes?

BioDavid Robertson teaches AI-driven Innovation at the MIT Sloan School of Management and is the Faculty Director for Sloan’s largest executive education program, the Executive Program in General Management. David has also created and leads MIT Sloan’s new executive program Revitalizing Existing Products Using AI-Driven Innovation. Prior to MIT, David was a Professor at the Wharton School and from 2002 through 2010 was the LEGO Professor of Innovation at the Swiss business school IMD. At IMD David was given inside access to The LEGO Group where he wrote his award-winning book ‘Brick by Brick: How LEGO Rewrote the Rules of Innovation and Conquered the Global Toy Industry’. David’s follow-on book – The Power of Little Ideas: A Low-Risk, High-Reward Approach to Innovation – explained how to apply the LEGO innovation strategy to any company in any industry.

David has been recognized as a “Thinkers50” thought leader, has won numerous teaching awards, and has published 3 award-winning books. He is a member of the Cherokee Nation and is currently working on a book on Native Innovation.

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How product managers can leverage AI to analyze and act on customer feedbackWatch on YouTubeTLDRIn this episode, I’m interviewing John Mitchell, President of Applied Marketing Science (AMS), on the evolving role of AI in Voice of the Customer (VOC) research. We discuss how AI is transforming the way companies capture customer needs, the importance of thoughtful customer research design, common pitfalls, and the critical balance between leveraging human insight and machine learning. John gives practical advice on asking better questions, the value of storytelling, and real-world examples demonstrate both the power and current limitations of AI-driven VOC.

Introduction Today we’re talking about how we understand customers’ unmet needs and problems. There’s a lot of information these days in reviews, social media posts, and other online mechanisms, and we’re probably missing a lot of it. There are some tools out there that could help us do a better job understanding what’s going on. We’ll dive into just what some of the options are for us and also how AI is impacting this.

Our guest is John Mitchell. He is the president of Applied Marketing Science (AMS). John has spent over 20 years helping Fortune 500 companies and startups alike understand their customers better. He has trained over a thousand people on Voice of the Customer (VOC) approaches and led customer-insight workshops at McKinsey, Innosight, and Vistaprint before coming back to lead AMS. Whether you’re pioneering VOC research in your organization or just getting into how AI can help us with this, AMS has a deep history with this that John has been part of.

This episode was recorded live at the Ignite Innovation Conference, the Product Development and Management Association’s annual conference. To find out more about PDMA and how it can help your career, go to PDMA.org.

Summary of Concepts Discussed for Product ManagersThe Evolution of VOC & AI’s Role:
John Mitchell traces VOC from face-to-face interviews and observational research to today’s use of AI and machine learning, highlighting how AI accelerates insights, uncovers overlooked data, and helps companies extract more value from existing information.

Common VOC Mistakes:
Many teams underprepare for VOC research, talk only to “A-list” or friendly customers, or simply ask customers what they want (which often leads to generic answers). Deep customer understanding and competitive advantage come from well-structured research and targeting a broader audience.

Asking Better Questions:
Instead of generic questions, John Mitchell recommends getting customers to tell detailed stories about their experiences, which reveal both functional and emotional needs.

AI Tools in VOC:
There are three main AI approaches for VOC work: open tools (with noted security risks), secure commercial data analysis platforms, and purpose-built tools trained to articulate customer needs from large data sources. AI extends and enhances human analysis, often finding emotional unmet needs that people might miss.

Synthetic Customers:
While not yet widely adopted by AMS, synthetic personas have potential for rapid concept evaluation—though John Mitchell cautions against over-reliance, emphasizing that real human feedback remains irreplaceable.

Real-World Example:
In the paint and stains category, AMS compared traditional human VOC analysis to an AI model, finding that a combined approach surfaced the most comprehensive set of customer needs.

Voice Recorder Tip:
John recommends that every product researcher should record their customer interviews (using a dedicated device), ensuring nothing is missed and allowing for high-quality AI or human analysis downstream.

Useful Links* Connect with John on LinkedIn * Learn more about Applied Marketing Science * Listen to 529: Is this the best AI-powered market research approach? – with Carmel Dibner

Innovation Quote“ If I had asked customers what they want, they would have said a faster horse.” – attributed to Henry Ford

Application Questions1. How could you leverage AI tools to analyze existing customer feedback more efficiently without compromising on the depth and quality of insights? 2. What steps can you take to ensure your VOC research covers a representative sample of your market, not just your biggest or friendliest customers? 3. Reflect on a recent market research effort: did the team fall into any of the common traps discussed (e.g., insufficient preparation, asking customers for solutions)? 4. How might you incorporate storytelling into your customer interviews to uncover both functional and emotional needs? 5. What balance do you see between AI-driven analysis and human interpretation when making high-stakes product decisions, and where do you feel each adds the most value?

BioJohn has over 25 years’ experience in marketing strategy, market research, and innovation. He specializes in research to support new product development and customer experience design, and has led engagements in the U.S., Latin America, Europe and Asia. John has also trained and coached hundreds of AMS clients to develop their in-house insight capabilities.

He is a RIVA-trained focus group moderator and was formerly a Customer Insights Expert in the Marketing & Sales practice of McKinsey & Company and North America Customer Insights Director at Vistaprint. His clients include leading medical device, technology, and consumer services companies.

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How product managers use AI to boost productivity and innovation successWatch on YouTubeTLDRIn this episode of Product Mastery Now, Katie Trauth Taylor, PhD, CEO and co-founder of Narratize AI, joins me to discuss how AI is transforming product innovation processes. She shares insights from working with Fortune 500 companies like NASA, Boeing, and Comcast, and dives into research showing that product and R&D teams spend up to 70% of their time on documentation and communication rather than true innovation. Katie outlines four best practices for leveraging AI, including the use of knowledge hubs, AI agents, and robust documentation processes, to unlock productivity, capture tribal knowledge, and speed up time to market by as much as 46%. The conversation also highlights the importance of storytelling in gaining buy-in for new ideas and the potential for AI to revolutionize knowledge management and portfolio intelligence.

Introduction Product teams waste a lot of their time doing things that don’t help get to the heart of product innovation. We need to flip the script on that so that we can be more productive with our innovation efforts. In this discussion, you’re going to learn how companies like Boeing, Comcast, and others are accomplishing this. We’re going to talk about four specific approaches for unleashing AI for product innovation.

To help us with that is our guest, Dr. Katie Trauth Taylor. She is the CEO and co-founder of Narratize AI, and she helps R&D transform their scattered knowledge into a competitive advantage. She has worked with NASA, Boeing, and other Fortune 500 companies to cut documentation time and speed products to market. Katie discovered that innovators are spending too much of their time just trying to communicate their ideas, and she built an AI platform to improve this. She holds a PhD from Purdue University and has published peer-reviewed research on innovation storytelling that’s reshaping how teams work.

Find out more about the Product Development and Management Association (PDMA) and next year’s innovation conference.

Summary of Concepts Discussed for Product ManagersThe Problem with Documentation:
Product teams spend roughly 70% of their time on documentation, reporting, and knowledge lookup instead of direct innovation. This significantly slows time to market.

AI as a Knowledge Capture Tool:
Katie turned to large language models to transform how product teams do documentation. AI can systematically prompt and capture insights, store tribal knowledge, and automate documentation customized to roles and project phases.

The Power of Storytelling:
Successful innovation relies on crafting compelling narratives, not just data. Five drivers for effective storytelling are empathy, engagement, alignment, evidence, and impact.

Best Practices for Leveraging AI in Product Teams:

Think Outside the Chatbot: AI tools are a knowledge-capture capability, not just a question-and-answer capability. Use AI to prompt and store deep organizational insights, not just answer questions. Narratize AI provides workflows for product innovation processes like Agile and Jobs-To-Be-Done.
Embrace AI Agents: Agents can provide proactive, role-specific updates (like regulatory changes or market intelligence) and work in the background.
Documentation or It Didn’t Happen: Accurate, human-reviewed documentation is crucial for knowledge management and competitive advantage.
Toward Product Portfolio Intelligence: With AI-enabled product knowledge hubs, organizations can now have real-time insights across portfolios, breaking silos and aiding strategic decisions.

Knowledge Management Revolution:
Capturing lessons learned and even past failures allows organizations to prevent repeating mistakes and leverage prior discoveries, especially as a significant portion of the workforce retires.

Actionable Insights for Product Managers:

Building cross-functional relationships is vital. Don’t innovate in a silo.
Portfolio intelligence can transform decision-making beyond traditional management by surfacing insights on demand.
AI enables better onboarding, reduces redundant efforts, and future-proofs organizations as knowledge is no longer lost with employee turnover.

Useful Links* Learn more about Narratize * Check out the Narratize YouTube channel * Connect with Katie on LinkedIn

Innovation Quote“If it’s a truly disruptive innovation from a company, you can almost guarantee it wasn’t a straight A-to-B path that delivered the results. So as you recognize the success, recognize also the journey that got you there.” – Joel Schall

Application Questions1. How much time does your team currently spend on documentation and communication versus actual product innovation? 2. In what ways could AI help you capture and surface tribal knowledge within your organization? 3. Which of the five storytelling drivers—empathy, engagement, alignment, evidence, impact—do you find hardest to implement in your presentations or pitches? 4. What concerns do you have about accuracy and review in using AI-generated documentation, and how might you address these? 5. How could implementing product knowledge hubs or AI agents change the way your team collaborates and makes decisions across your portfolio?

BioKatie Trauth Taylor is CEO and Cofounder of Narratize AI, a product intelligence and innovation platform empowering teams to bring products and discoveries to market faster, smarter, and with greater impact by eliminating inefficiencies, aligning teams, and preserving institutional knowledge. Katie is a growth-focused entrepreneur executive with 10+ years experience inspiring teams to design and deliver magnetic products, memorable experiences, and groundbreaking impacts. She has led strategic innovation narratives and served as a senior content strategist within fast-growth tech startups and the Fortune 500, including Boeing, NASA, Hershey, Sunoco, AAA, IFF, Dupont, Edgewell, Cincinnati Children’s, Argonne National Lab, Crossover Health, Parsley Health, Omada, Physera, US Dept of Veterans Affairs, Millennium Challenge Corporation, World Food Forum, and the United Nations. She believes that everyone can be an innovator–when empowered to share their bold ideas.

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What product managers should know about patents, trade secrets, and copyrightWatch on YouTubeTLDRIn this episode, I’m joined by David Carstens, a seasoned IP attorney and founding partner at Carstens, Allen & Gourley, who brings over 30 years of legal and technical experience in intellectual property (IP) strategy. Our conversation dives into the importance of IP management for product managers, how to build an IP strategy, when to consider patents versus trade secrets, the complexities of software and AI-generated content, and the rapid pace of change in the IP landscape. The episode is a must-listen for any product manager navigating decisions around invention protection, copyright, and the evolving influence of artificial intelligence.

IntroductionIf you’ve ever wondered whether to patent that new feature, worried about AI training data copyright issues, or struggled to justify IP investment to leadership, you’re not alone. We’re exploring intellectual property strategy for product managers—and what it means to get it right and how expensive it can be when you get it wrong. Most product managers don’t receive training on IP strategy, yet the decisions you make daily have massive IP implications.

Our guest is David Carstens, who has a unique combination of technical depth and legal expertise. He’s a founding partner at Carstens, Allen & Gourley. He has dual engineering degrees, an MBA, and over 30 years experience protecting IP for companies building software, medical devices, and telecommunications products. He’s also an entrepreneur who founded multiple companies including a nationally chartered bank and an innovation platform, plus he’s been teaching IP law at SMU for three decades. David is currently investing in and speaking about the Fifth Industrial Revolution, making him well positioned to help us also understand how AI is reshaping IP strategy.

Summary of Concepts Discussed for Product ManagersIP Strategy Framework:
David mentions that there isn’t a “one-size-fits-all” framework for IP strategy; it starts with assessing a company’s current position, identifying valuable innovations, evaluating what can realistically be protected, and aligning actions with budget constraints. Key steps include identifying strong value propositions, checking for existing patents or IP conflicts, and sometimes considering licensing or redesign if a competitor already owns relevant patents.

Timing and Collaboration:
Product managers should start thinking about IP early—preferably well before product launch or tooling investment. Collaborating with an IP attorney and creating a culture that values teamwork and knowledge sharing can help spot and protect innovations more effectively.

Patents, Trade Secrets, and Value:
Patents offer competitive advantages by providing pricing freedom, can act as bargaining assets, and are vital for companies seeking investment. Trade secrets, by contrast, are about keeping valuable information confidential (e.g., formulas or processes not disclosed publicly), but are only effective if the information can’t be easily reverse-engineered from the product.

Software & AI Challenges:
The fast pace of software development often complicates patent decisions. Patentability is more likely when software enables a genuinely novel technical process rather than automating routine tasks. For AI-generated content, copyright ownership is still unsettled; it usually depends on the degree of human contribution to the creative process. Legal systems are racing to catch up as AI shakes up traditional definitions of authorship and originality.

The Fifth Industrial Revolution and Legal Evolution:
David argues we’re entering a new industrial age defined by AI, blockchain, quantum computing, and advanced materials. The IP legal framework, largely unchanged for centuries, is struggling to keep pace with these rapid innovations, making adaptability and ongoing awareness essential for product managers.

Useful Link* Learn more about Carstens, Allen & Gourley Intellectual Property Law Firm

Innovation Quote“Pressure is a privilege.” – Billie Jean King

Application Questions1. At what point in your product development process do you typically involve IP considerations, and how might earlier engagement affect outcomes? 2. How do you differentiate between an innovation worth patenting versus keeping as a trade secret in your product or technology stack? 3. What internal processes or culture shifts could help your team better identify and protect intellectual property? 4. How does the uncertainty around AI-generated content and copyright influence your use of AI tools in product development? 5. What steps can you take to ensure your IP strategy remains effective as emerging tech (AI, blockchain, etc.) rapidly changes the innovation landscape?

BioDavid Carstens distinguishes himself not only through his comprehensive knowledge of legal protection of Intellectual Property (IP) but also through his innovative approaches to IP strategy and valuation. With an educational foundation that is as diverse as it is solid—holding bachelor’s degrees in both Electrical and Mechanical Engineering from the University of Texas at Dallas and Texas A&M University, respectively, a J.D. and an MBA from Southern Methodist University, along with completing the General Management Program at the Wharton School at the University of Pennsylvania —David offers a distinctively strategic perspective in this specialized legal domain.

His multifaceted expertise demonstrates his capacity to transcend traditional legal strategies, offering his clients not just defense, but a competitive advantage in various industries including technology, medical devices, cosmetics, and telecommunications.

David is a founding partner of Carstens, Allen & Gourley and has been a pivotal figure on multiple boards. His ability to navigate the complexities of IP law, combined with his technical and business acumen, places him at the forefront of the field.

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A leadership framework that gives product managers influenceWatch on YouTubeTLDRIn this episode, Uma Subramanian shares her insights and proven framework for transitioning from individual contributor to effective leader in tech and product management roles. Drawing from her extensive experience at Microsoft and Turing, Uma explains the identity shift required for leadership, introduces her SOAR framework (Strategic Impact, Outstanding Communication, Authority/Personal Brand, Relationship Mastery), and provides actionable tips for developing each pillar. Listeners will learn how to think beyond their immediate role, communicate their impact, build a compelling personal brand, and master the art of building relationships—all key to becoming sought-after leaders.

IntroductionToday we’re exploring a challenging transition in product management —the shift from individual contributor to someone who multiplies the success of others. I know the first time I became responsible for a team, I was a fish out of water. I knew what made me successful in my previous role, but I didn’t know how to be successful leading others. I had not learned that yet. How do you lead when no one actually taught you how to lead? In this discussion, we’re going to give you a proven framework and helpful tools for successfully making this transition.

Our guest is Uma Subramanian, and she understands this transformation very well. She spent 20 years at Microsoft evolving from programmer to leading global teams. Then she became Head of Developer Success at Turing, where she built a developer community from zero to 37,000 members in just five months while driving NPS scores to world-class levels of 92. She’s a certified executive coach with Maxwell Leadership, trained in positive psychology, and now helps tech professionals worldwide make this same leadership leap through her company, Limitless Leaders. Uma understands both the technical and human sides of this challenge.

Summary of Concepts Discussed for Product ManagersThe Leadership Identity Shift:
Uma and host Chad discuss how moving into leadership isn’t just a role change but an identity change. Success as an individual often doesn’t translate directly; leaders must learn to orchestrate success with others.

Uma’s SOAR Framework for Leadership:

S – Strategic Impact: Thinking beyond your job description to create greater value for your organization, being proactive, and bringing others along.
O – Outstanding Communication: Communicating your value effectively, using storytelling to persuade, and making sure your impact is recognized.
A – Authority & Personal Brand: Defining what you want to be known for, aligning others’ perceptions with your authentic self, and standing out in your niche.
R – Relationship Mastery: Building genuine relationships at all levels, creating an ecosystem of support, and focusing on people as much as tasks.

Encouraging Teams to Rally Around Strategic Goals:
Product leaders elevate impact company-wide, often going beyond their assigned responsibilities. This approach can lead to friction, such as when Uma developed engineering tools without first looping in the appropriate teams. Through these experiences, Uma learned that encouraging teams to align with strategic goals requires proactive communication and collaboration. She highlights the value of involving the appropriate teams early on as well as partnering across teams to solve problems together.

Communicating Your Impact Effectively:
Many professionals often hesitate to communicate their value, fearing it might come across as self-promotion or bragging, or believing others already know what they’ve accomplished. Uma encourages a shift from simply discussing tasks and experiences to focusing on the results and business value those efforts create. Impactful communication also involves storytelling—not just presenting data or logic, but tapping into the emotional side to persuade stakeholders and gain buy-in. She has seen how developing storytelling skills can “change the game” for her clients and help their contributions gain recognition and support from upper management.

Building Your Personal Brand:
Uma highlights the power of clear, intentional branding—including “I am” statements—which can help leaders articulate what they’re uniquely great at and shape how they’re perceived across their careers.

Uma shares her own experience: When interviewing for a leadership position at Turing after her time at Microsoft, she created a pitch deck that included several “I am” statements. These reflected recurring themes throughout her career:

“I love to build things from the ground up.”
“I love to bring people together and help them grow.”
“I love to take on new challenges.”

Your brand and “I am” statements are not tailored to a single job or company—they should be innately true and consistently evident across your career.

Relationship Mastery:
Building great relationships goes beyond professional networking—it’s about truly connecting with people and caring about their growth and wellbeing. Healthy, meaningful interactions at every level help leaders empower their teams, facilitate collaboration, and achieve results beyond what any one person could accomplish alone. In Uma’s coaching and personal career, she has found that prioritizing relationship mastery dramatically improves not just productivity, but workplace satisfaction and long-term success.

Useful Links* Connect with Uma on LinkedIn * Check out Limitless Leaders

Innovation Quote“What does extraordinary mean here?” – Uma Subramanian

Application Questions1. Uma identifies the transition to leadership as an identity shift rather than just a new role. How have you experienced this shift, or what challenges do you anticipate if you move into leadership? 2. Which pillar of the SOAR framework (Strategic Impact, Outstanding Communication, Authority/Personal Brand, Relationship Mastery) feels most important for your growth, and why? 3. How do you currently communicate your impact to stakeholders and leaders? What changes might you make based on Uma’s “Speaking with Results” approach? 4. What steps have you taken—or could you take—to intentionally build your personal brand within your organization or industry? 5. As a leader or aspiring leader, how do you nurture strong relationships across teams, senior management, and your direct reports? What has worked well for you, and what could improve?

BioAs the founder of Limitless Leaders, Uma Subramanian empowers mid-career tech professionals to become confident, impactful leaders who inspire trust and deliver results. Drawing on over 20 years of experience, including a lengthy tenure at Microsoft, she understands the challenges of stepping into leadership roles and thriving in today’s fast-paced tech landscape. Uma’s coaching programs provide the mindset, tools, and strategies needed to lead authentically, think strategically, and succeed while maintaining personal well-being. Certified in Executive Coaching, DISC Behavioral Analysis, and advanced leadership training, Uma helps clients lead with clarity, emotional intelligence, and purpose.

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Practical strategies for building influence and confidence from a Product VP coachWatch on YouTubeTLDRIn this episode, I talk with Rebecca Arora, founder of Access Alignment, executive coach, and author of Somatic Intelligence, about making the transition from successful product manager or director to VP of Product and beyond. Rebecca shares practical strategies for this professional transition, including the need to shift from domain expertise to people leadership, the importance of relationship mapping, communication skills, and strategic thinking. She offers advice on handling stress, leveraging self-awareness, and using coaching techniques to empower teams. We also explore how to set yourself up for success in the first 90 days of a new leadership role.

IntroductionLet’s say you’re a product manager, you have done outstanding work, and you’re getting promoted to Product VP. Congratulations! The excitement lasts about 24 hours before reality hits. Suddenly you’re responsible for product strategy, team leadership, board presentations, and influencing executives. The skills that made you successful as an individual contributor won’t be enough to make you successful as a Product VP. How do you make this transition?

Many of the Product VPs I have talked with use a professional coach to help them move from doing product management work to leading the people who do the work. Our guest today is one of those coaches who has helped several Product VPs. From this episode, you’ll learn practical steps to take for making a similar transition from individual contributor to leader, setting yourself up for long-term success.

Our guest is Rebecca Arora, founder of Access Alignment and author of Somatic Intelligence. Rebecca has a unique background – she was a Co-Founder and the first Product Leader at Mode Media, which scaled to become the #1 lifestyle digital media company. She also contributed to product strategy at Oracle. For the past 16 years, she’s been coaching C-suite leaders and top execs in all functions (including Product). Rebecca’s clients work at exceptional companies such as Google, Salesforce, IDEO, Pinterest, Blue Shield of California, Accenture, and many more. Her book, Somatic Intelligence, helps leaders align head, heart, and body to lead with awareness, confidence, and clarity.

Summary of Concepts Discussed for Product ManagersTransitioning from Individual Contributor to Leader:
Rebecca describes the challenges facing newly promoted Product VPs, noting the skills that made you a great product manager may not be sufficient as a senior leader. The key leap is shifting your mindset from being an expert to becoming more of a coach and empowering others.

The Company as Your Product:
As you move up, your sphere of influence expands. Rebecca encourages leaders to think of the company and entire industry as their “product,” applying product management skills to relationships, organizations, and strategy, not just the features you build.

Overcoming the Expert Trap:
Product leaders can struggle with letting go of being the domain expert and instead fostering empowerment and growth in others. Rebecca advises asking open-ended coaching questions and making space for your team to experiment—even if they do things differently from how you would.

Relationship Mapping and Communication:
Building new relationships is a priority. Rebecca suggests creating a relationship map to identify stakeholders and potential influencers, addressing conflicts, and strengthening weak connections. Top product leaders may leverage communication coaching to refine their tone and message delivery.

Self-Awareness and Blind Spots:
While developing your own self-awareness, simultaneously encourage self-awareness from your team. Rebecca advocates for collecting feedback, self-assessment, and being aware of personality differences within a team. She highlights the value of recognizing your blind spots and understanding that not everyone is motivated or learns the same way you do. You cannot always guide people the way you want to be guided.

360-degree Feedback:
Product leaders can get 360-degree feedback by interviewing their boss, direct reports, peers, and other stakeholders and ask them, “What are my strengths?” and “What could I improve upon?”

First 90 Days in a Product Leadership Role:
Rebecca’s advice is to go on a listening tour—ask lots of questions and be curious. Apply user research principles to understanding the organization. Prioritize relationship-building at all levels. Hone your strategic, long-range industry viewpoint.

Managing Stress and Personal Growth:
The transition to senior leadership is stressful and can feel isolating. Rebecca shares practical tips: slow down (“Slow is smooth. Smooth is fast.”), lean back to get perspective on challenges, smile more, and use humor to reset your mindset. Rebecca recommends that during a stressful time, product leaders can draw on somatic intelligence by engaging their body and not just their mind.

Useful Links Connect with Rebecca on LinkedIn * Check out Rebecca’s YouTube channel, Access Alignment * Learn more about Access Alignment * Check out Rebecca’s book, Somatic Intelligence*

Innovation Quote“What got you here won’t get you there.” – Marshall Goldsmith

Application Questions1. How would you apply the idea of viewing your organization as a “product” to your current product management approach? 2. What have been your biggest challenges (or observed challenges) in moving into a leadership role, and how did you address them? 3. Which stakeholders or relationships in your organization could benefit from deliberate mapping and attention, and how would you prioritize them? 4. How do you currently gather feedback on your blind spots? Whom could you interview for 360-degree feedback? 5. What techniques or habits help you manage stress and uncertainty?

BioRebecca is a former tech co-founder (and Product Manager) who coaches CEOs and executive leaders. She’s a confidential sounding board, seer of blind spots, and leadership expert who enables senior leaders to scale effectively, build strong teams, and lead strategically. Rebecca’s clients work at exceptional companies such as Google, Salesforce, IDEO, Pinterest, Blue Shield of California, and Accenture.

Her book, Somatic Intelligence, helps leaders align head, heart, and body to lead with awareness, confidence, and clarity.

Rebecca experienced a career detour due to burnout and a quarter-life crisis. During that time, she discovered various healing resources foundational to her work as a coach.

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How product managers can build emotional connections that drive retention, revenue, and referralsWatch on YouTubeTLDRProduct delight goes beyond functionality to create emotional connections with users. Dr. Nesrine Changuel, former product leader at Google, Spotify, and Microsoft, presents a four-step framework for systematically building delight into products. The approach involves identifying both functional and emotional motivators, turning them into product opportunities, categorizing solutions using a Delight Grid, and validating through a Delight Excellence Checklist. Research shows emotionally connected users have 2x higher retention and revenue, plus 60% more referrals. The optimal product portfolio balances 50% functional features, 40% deep delight (both functional and emotional), and 10% surface delight (purely emotional).

IntroductionWhy do customers choose your product? Is it faster, does it have the best features, or is it priced better than your competitors? Don’t kid yourself, these are areas where your competitors can easily reach parity. So, what makes a product stand out? What makes it become the product customers genuinely love and can’t imagine living without? Not only will you find out in this episode, but you’ll also learn about the framework to make it happen.

Our guest expert is Dr. Nesrine Changuel. She has spent over a decade building products used by millions at Google, Spotify, and Microsoft. She’s the creator of the Delight Framework that helped teams at these companies systematically build emotional connection into products. She now teaches this methodology at business schools, including INSEAD and ESSEC, and her recent book, Product Delight, describes these proven methods.

Summary of Concepts Discussed for Product ManagersWhat is Product Delight?
Product delight means creating products that connect with users on an emotional level while solving functional problems. It addresses both what users need to accomplish and how they want to feel while using the product.

The Four-Step Delight Framework:

Identify Motivators: List both functional motivators (what users want to accomplish) and emotional motivators (how they want to feel – productive, secure, connected, etc.).
Create Product Opportunities: Transform emotional motivators into concrete product possibilities that can be implemented.
Generate Solutions Using the Delight Grid: Categorize features into three types:
- Low Delight: Purely functional features
- Surface Delight: Purely emotional features
- Deep Delight: Features addressing both functional and emotional needs
Validate with the Delight Excellence Checklist: Ensure features bring impact, avoid distraction, remain inclusive, and provide continuous rather than one-time delight

The 50-40-10 Rule:
Nesrine recommends that the optimal product roadmaps should contain:

50% low delight (functional features)
40% deep delight (functional + emotional)
10% surface delight (purely emotional)

Examples and Case Studies:

Spotify Examples:

Low Delight: Search by lyrics functionality
Surface Delight: Spotify Wrapped (contributed to 20% app downloads in 2020)
Deep Delight: Discover Weekly, collaborative playlists, Spotify Jam

Uber Security Features:
Uber transformed the emotional motivator of feeling secure into features like location tracking for partners and proactive safety notifications when rides deviate from expected routes.

Motivational Segmentation:
Users can be segmented by why they use products, not just who they are or what they do. Spotify users might be goal-oriented (knowing exactly what to listen to) or inspiration-seeking (wanting discovery and recommendations).

Business Impact:
Research from multiple studies (including McKinsey and Harvard Business Review) shows emotionally connected users demonstrate:

2x higher retention compared to merely satisfied users
2x higher revenue through increased purchases
60% higher referral rates through word-of-mouth recommendations

Implementation in Organizations:

Integration Approaches:

Dedicate specific PM roles to delight (rare but effective)
Make space for both delight features and functional features in regular backlogs
Establish product culture and principles that prioritize emotional connection
Allocate a specific cadence (e.g., one deep delight feature per quarter)

Jobs-to-be-Done Connection:
Nesrine’s Delight Framework builds on Jobs-to-be-Done theory by making the emotional and social job aspects more actionable through specific tools like the Delight Grid and Delight Excellence Checklist.

Useful Links Connect with Nesrine on LinkedIn * Check out Nesrine’s new book Product Delight* * Visit Nesrine’s website * Check out Nesrine’s Substack

Innovation Quotes“Whether B2B or B2C, delight is essential in every B2H (business-to-human) industry.” – Nesrine Changuel

“We don’t want to work only on things that will change over the next 10 years. We want to also work on things that will remain for the next 10 years.” – paraphrase of Jeff Bezos

Application Questions1. Looking at your current product, can you identify the top 3 emotional motivators that drive your users beyond the functional needs? How might you validate these assumptions through user research? 2. If you were to categorize your product’s current features using the delight grid (low/surface/deep delight), what would your current ratio look like? 3. Think about products in your space that users seem genuinely passionate about (not just satisfied with). What emotional connections do these products create that yours might be missing? How could you address this gap? 4. How might you apply motivational segmentation to your user base? 5. Given your current development process and team structure, how would you integrate the delight framework?

BioNesrine Changuel is a product coach, trainer and author with over a decade of experience at companies like Google, Spotify, and Microsoft. With a background in research and a PhD from Bell Labs in collaboration with UCLA, she brings deep technical expertise to human-centered product design. From pioneering video experiences at Skype to creating emotionally engaging features for Google Meet and Chrome, Nesrine has made it her mission to help teams build products users truly love. Today, she teaches, speaks, and trains companies around the world on how to create delightful, emotionally resonant products. She lives in Paris.

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Top challenges product leaders face and how to overcome themWatch on YouTubeTLDRProduct leadership expert Rich Mironov discusses three core challenges CPOs and product VPs face: effectively communicating value in business terms rather than process terminology, building trust through merchandising wins before gaining decision-making authority, and reducing product waste by making better decisions about what to build. Executives don’t care how product gets made; they care about revenue impact. Success requires translating product outcomes into financial language and proving value through small wins before requesting broader organizational changes.

IntroductionWe’re talking about the top challenges CPOs and Product VPs face. Navigating them well can cause your career to excel and result in valuable products. Navigating them poorly has career-limiting consequences. This discussion will help you avoid the latter by giving you approaches to address common product leadership challenges.

Our guest has mentored more product leaders and executives than anyone else I know over his 40-year career in product roles. He has served as interim CPO for 15 companies, founded the first Product Camp, consulted to hundreds of tech companies, and wrote the book The Art of Product Management. His blog, “Product Bytes,” is widely read by product leaders. From that description, you likely already know who our guest is—Rich Mironov.

Rich has seen every product leadership disaster imaginable and knows how to fix them. Let’s learn how to address and even avoid such challenges.

Summary of Concepts Discussed for Product ManagersFirst Principles for Product Leaders:
Rich outlines three areas product leaders must champion:

Real end users
Extended teams (product managers, designers, engineers, DevOps, technical writers)
Overall business health (long-term value)

Speaking the Executive Language:

Executives are not interested in hearing you talk about product processes and methodologies
They want to know when money will arrive and how much
Product leaders must translate improvements into financial impact
Example: “Reducing churn by 2% equals $45-50 million more revenue and IPO one year earlier”

Reducing Product Waste:
Rich distinguishes between two types of waste:

Engineering waste (late delivery, quality issues) – the minority
Product waste (building the wrong things) – the majority of failures
Focus on reducing products that “land like a dead thud in the market”

The Trust-Building Problem:

Moving to product-led decision making requires taking authority away from sales and marketing
This creates resistance unless product teams prove they make better decisions
Solution: Build trust through showing value before requesting organizational changes

The Merchandising Strategy:
Weekly practices for building influence by recording and communicating added value:

Document and communicate product team wins in financial terms
Ask your team members for names of people outside product management who did something good in the last week and thank those people through their managers
Translate OKRs and metrics into monetary value
Block 15 minutes every Friday for “merchandising meeting” with yourself

How Product Leaders Can Make Better Use of Product Managers:

Delegate product work to focus on organizational leadership
Critique work as a mentor, not just a boss
Help struggling product managers find roles elsewhere in the company where they’ll succeed

Team Structure Preferences:
Rich’s preferred team composition:

1 product manager (not writing code)
1 designer (essential for user-facing products)
4-6 developers/engineers/DevOps professionals
Warning signs: 1 PM across 2 teams, 1 PM with only 3 engineers

Useful Links* Connect with Rich on LinkedIn * Check out Rich’s blog

Innovation Quote“Other people are not an imperfect version of you. They are a perfect version of themselves.” – Pam Fox Rollin

Application Questions1. How can you better translate your current product initiatives into financial terms that would resonate with executives? What specific metrics could you connect to revenue impact? 2. What small, measurable wins could your product team achieve in the next quarter to demonstrate value to skeptical stakeholders? How would you merchandise these wins effectively? 3. In your current role, what decision-making authority currently belongs to sales, marketing, or other departments that might benefit from product team input? How could you build trust before suggesting changes? 4. Looking at your recent product releases, which ones might qualify as product waste? What could have been done differently in the decision-making process? 5. Based on Rich’s team structure recommendations, how does your current team composition compare? Are there changes you could advocate for to improve the product manager to engineer ratio or ensure adequate design support?

BioRich has led product teams for 40 years, including six B2B startups and 15 interim CPO/VP Products roles.  Today, he coaches product leaders, helps design product organizations, and writes/speaks about how product folks can understand our go-to-market partners.  He been blogging about software product management since 2002, launched the first product camps and wrote “The Art of Product Management.”

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Lessons from Saturday Night Live for improving product team cultureWatch on YouTubeTLDRJohn Krewson, who began his career in sketch comedy before moving to software product development, explains what product teams can learn from sketch comedy. Like comedy writers, product teams must be able to be vulnerable, throw away unsuccessful ideas, and prioritize delivering valuable products over perfect products. John shares principles and practices adapted from sketch comedy that product managers can use to balance autonomy and accountability, make meetings more engaging, and understand customer problems.

IntroductionWhat if the secret to building breakthrough products is less about an innovation framework and more about the chaotic, creative energy of a Saturday Night Live writers’ room? Specifically, can sketch comedy principles revolutionize the way your software teams collaborate, create, and deliver products that customers love? We are about to find out, and I won’t keep you in suspense—lessons from sketch comedy can make you a better product manager and developer. In this episode, you’ll hear specific techniques to transform boring meetings into energizing collaborative sessions, practical methods to help your team improve ideas fast, and a new approach to product ownership that distributes creative control without losing focus.

Our guest is John Krewson, who brings a unique perspective as a 25-year software industry veteran and professional sketch comedy performer, including a brush with SNL. He’s the founder of Sketch Development Services, has coached everyone from startups to Fortune 50 companies on agile transformation, and wrote the book on applying sketch comedy principles to product development, titled Pitch, Sketch, Launch.

Summary of Concepts Discussed for Product ManagersJohn Krewson’s Journey:
John began his career as a professional actor and performed as a background player on Saturday Night Live. He then switched careers to software development and worked his way up to management, leadership, and consulting roles. As a product leader, John found himself relying on his training as an actor and director.

How Sketch Comedy Principles Inform Product Development:
A software development team builds features without knowing whether they will satisfy the customer, in much the same way as a sketch comedy team has no idea if their sketch will be funny. The sketch comedy team mitigates risk by making their sketch only three and a half minutes long. Similar to software features, the sketch is a tight, independent unit of value, where the risk is mitigated by its independentness.

John studied the process of moving from an idea to a product in sketch comedy, particularly at SNL, and, along with a comedy sketch writer, wrote about how that process could be applied to product development in Pitch, Sketch, Launch.

Efficiency and Iteration:
In sketch comedy, 90% of sketches don’t go on the air. Comedy teams practice their ideas on small audiences to figure out which sketches are funny before bringing them to a big show. In product development, ideas should be iterated upon using customer feedback.

Vulnerability and Transparency:
Sketch comedy teams have thick skins because they’ve been told they’re not funny 90% of the time. Organization culture can allow teams to be vulnerable enough to put ideas forward that may have a 90% chance of being unsuccessful.

Always Be Ready:
Lorne Michaels said, “We don’t go on because it’s ready. We go on because it’s 11:30.” Saturday Night Live has never missed a deadline in 50 years, not by aiming to be perfect, but by presenting the best version they can get done by Saturday. Rather than trying to figure out the most efficient way of landing the plane, they figure out the most valuable way of landing the plane.

Opportunities to Play:
At John’s company, Sketch, the product development teams take dedicated “play days” to play with and react to each others’ ideas, whether good or bad.

Autonomy and Accountability:
At SNL, sketch writers have 100% autonomy over writing their sketches during the week, but the director has accountability over the final show by choosing which sketches are performed. Similarly, product teams can balance autonomy and accountability by allowing independent units to build features, while having overarching accountability to select which features make it into the final product.

Agile and Scrum:
In an analogy to Scrum, on SNL, the director Lorne Michaels is the product owner, who articulates the vision for the product. The sketch writers and cast members are the development team, which executes on the vision. State managers and directors facilitate the execution and support the development team.

The Role of the Product Owner:
The product owner knows more about the customer than anyone else on the team. John suggests that the product owner should spend a third of their time with their customers understanding their problems, a third understanding the product and backlog, and a third with their team understanding engineering constraints and communicating customer insights to the developers.

The best product owners help the development team see the customer and their problems as clearly as the product owner does.

Lean Coffee:
John mixes up the routine by occasionally using a meeting structure called Lean Coffee. Everyone writes what they would like to talk about on a sticky note and puts the notes on a whiteboard. Everyone votes on what they’d like to talk about. The team talks about the topic with the most votes for 5 minutes, then for 2 more minutes if the majority wants to keep talking about it. Then they move on to the next highest voted topic.

Topics include a mix of business concerns and fun or random topics. The leader facilitates an environment where play, fun, and lightness are encouraged.

Useful Links Check out John’s book, Pitch, Sketch, Launch* * Connect with John on LinkedIn * Learn more about Sketch Development

Innovation Quote“We don’t go on because it’s ready. We go on because it’s 11:30.” – Lorne Michaels

“Nothing great was ever built by the team that couldn’t wait to clock out.” – John Krewson

Application Questions1. How would expecting up to 90% of your ideas to be rejected change the way your product team currently operates? 2. How can you help foster a resilient, open, vulnerable culture on your product team? 3. What might regular “play” or creative sessions look like for a product or engineering team in your organization? 4. How could distributing creative control (while still maintaining focus) benefit or challenge your current team structure? 5. How does your team balance the tension between waiting to be “ready” and pushing forward to deliver value on a deadline?

BioJohn Krewson is the founder and CEO of Sketch Development Services, a St. Louis based consultancy that focuses on helping companies simplify the complex process of delivering software. 

Founded in 2015, Sketch is a two-time member of the Inc 5000. Sketch has worked with dozens of companies from startups to the Fortune 50 to help them learn, adopt, and apply new ways of working to match an ever-changing work environment. 

Prior to establishing Sketch, John’s career path encompassed various roles, including software developer, project manager, technology leader, and consultant. In addition to his professional endeavors, John has a unique past in the entertainment industry. In 1997, he made a brief appearance on Saturday Night Live. 

Drawing parallels between knowledge workers and entertainers, John frequently incorporates his acting background into his presentations and training events, offering unique insights and lessons that resonate with audiences.

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Winning product portfolios in physical product developmentWatch on YouTubeTLDRIn this episode, Matt Carr, VP of Design at Umbra, joins us to discuss the intersection of design leadership, product strategy, and innovation in physical product development. Matt shares practical frameworks Umbra uses to balance creative vision and business reality, offers insights into managing a global product portfolio, discusses approaches to cross-functional collaboration, and highlights how direct customer interaction (especially via e-commerce and social media) drives rapid product iteration. Product managers will find actionable tactics for portfolio balancing, design decision-making, and fostering a design-led culture.

IntroductionWhat does it take to design products that delight consumers while hitting profit targets? We are examining design leadership and product strategy with someone who has mastered both. If you’ve ever struggled to balance creative vision with commercial reality, or wondered how to scale design across global teams, this episode will give you frameworks you can use immediately.

Matt Carr is VP of Design at Umbra, the Canadian-based company that designs products for every room of the home. He’s spent 25 years at Umbra, from junior designer to leading their global design operations. He’s created products that have been featured in The New York Times, Surface Magazine, and Met Home. More importantly, he’s built systems for “balancing business and imagination” that keep Umbra at the front of innovation.

Summary of Concepts Discussed for Product ManagersUmbra’s Global Design DNA:
Matt explains how Umbra crafts products “for every room in your home.” Their five core values guide design: modern aesthetic, originality, casual sensibility, accessibility (price), and functionality.

Product Portfolio Management:
Umbra maintains long-standing lines (the maintenance bucket), continually innovates with blue sky ideas, and expands on successes through thoughtful derivatives, all while staying globally relevant.

Case Study: Bellwood Photo Frame:
As part of Umbra’s long-standing commitment to picture frames—a core “maintenance” product category—Matt Carr and his team recognized the need to innovate in a saturated market. Unlike traditional frames, the Bellwood features a single, continuous curve around the corners, giving it a modern, sculptural feel. It’s designed to look attractive from all angles, not just the front—a key differentiator from standard frames with plain or unsightly backs. The price-point allows Umbra to deliver premium feel at a price accessible to their global customer base.

Practical Design Process:
Matt outlines the design journey from early sketch and cardboard prototypes to iterative 3D models and tooling, emphasizing early, low-cost experimentation and the importance of cross-functional team input. The process involves:

Identifying the Need or Opportunity
Cross-Functional Brainstorming
Early Concept Development
Iterative Refinement and Prototyping
Continuous Cross-Departmental Input
Alignment with Brand DNA
Customer Feedback and Iteration
Final Development and Launch

Consumer-Driven Innovation:
Umbra’s internal team members often represent the target customer, but rapid feedback loops with end users—especially via e-commerce and social media—now accelerate product refinement, color choices, and new category opportunities.

Ensuring Design Consistency at Scale:
Matt explains how Umbra collaborates with external designers worldwide while maintaining brand DNA. Matt shares how great ideas are adapted through internal “design massage” to align with company ethos.

Useful Links* Learn more about Umbra * Connect with Umbra on Instagram * Connect with Matt on LinkedIn

Innovation Quote“Your last impression is your lasting impression.” – Matt Carr

Application Questions1. How can you adopt Umbra’s approach of balancing “blue sky” innovation and “maintenance” portfolio projects in your own product line? 2. What are ways to involve cross-functional teams (manufacturing, sales, marketing) early and meaningfully in your design and development process? 3. In what ways are you soliciting and incorporating direct customer feedback into product iteration, and how might you leverage newer channels like social media more effectively? 4. How do you ensure that new product ideas—whether internal or external—consistently align with and reinforce your brand’s design principles? 5. What prototyping strategies could you use to rapidly test and improve product concepts before significant investment in tooling or development?

BioMatt’s passion for design was first sparked when he interned at Douglas Cardinal Architects. He went on to study at Humber School of Industrial Design, where he received an ‘All-Canadian Academic’ award for scholastic and varsity achievements. An integral part of the Umbra design team since 2001, Matt has contributed countless designs to their product line. His work has been featured multiple times in The New York Times, The Daily Telegraph, Surface Magazine, I.D Magazine, Met Home, Monocle, and Living Etc. Matt is compelled to create product that balances business and imagination. Subtle details, an appreciation for imperfection, and the reinvention of traditional objects are distinguishing features of his designs. As VP of Design, Matt oversees a global design department headquartered in Toronto.

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Focused product strategy and teamsWatch on YouTubeTLDRIn this episode, Blair LaCorte—seasoned leader, investor, former CEO of AEye, and coach to 50+ CEOs— breaks down the keys to building product teams that win. Blair shares insights on aligning product strategy with company goals, the importance of saying no and making trade-offs, and why team culture and people patterns matter more than anything. He draws on experiences across tech, aviation, private equity, and defense, offering memorable lessons on scaling organizations, product leadership, and the human side of performance (including when and how to part ways with team members). The episode closes with advice for product managers seeking purpose, growth, and ways to elevate themselves and their teams.

IntroductionWhether you’re a product manager trying to get your team aligned, or a product leader striving to translate executive vision into actionable roadmaps, this episode addresses the real challenges you face every day.

You’ll hear from a leader who has built high-performing product teams and grown organizations across different industries, from taking autonomous vehicle tech company AEye through a $1.8 billion IPO while launching products across automotive and defense markets, to scaling XOJET into one of the fastest-growing companies in aviation history. He’s worked with over 40 companies as a private equity Operating Partner at TPG and now coaches 50+ CEOs through his Pinnacle Performance Elite mastermind. His career started in tech at Sun Microsystems and Autodesk and has spanned hardware, software, and services. If anyone knows what separates high-performing product teams from the rest, it’s our guest, Blair LaCorte.

Summary of Concepts Discussed for Product ManagersFocused Product Strategy & Team Alignment:
Success starts with product managers who grasp both internal operations and external market realities, aligning product decisions tightly to company strategy. Focus is critical—great leaders say no more than yes.

Scaling & Market Fit:
Blair details how autonomous vehicle tech company AEye shifted from pure autonomous vehicles to ADAS (Advanced Driver-Assistance Systems), aligning their tech roadmap with realistic market cycles and cash flow needs.

Team Dynamics & Culture:
For a product team, the type of culture is less important than the consistency of the culture and the consistency of the team. Teams with alignment and clear expectations outperform more talented but chaotic groups. Winning builds healthy cultures; the feeling of progress is essential.

Hard Choices & Leadership:
Removing the wrong team members is tough but essential. Blair emphasizes the importance of honest feedback, quick decision-making, and quickly firing weaker performers to allow the rest of the team to move forward.

Personal Growth & Knowing Yourself:
Blair dives into psychology, personality frameworks, and patterns—urging product leaders to understand themselves, seek feedback, show vulnerability, and continually develop their Johari Window (the intersection of self-perception and how others see you).

Technology vs. Humanity:
As technology advances rapidly, keeping humanity at the center becomes more important than ever. Product managers must weigh the impact of their products, striving for both business value and societal good.

Useful Links* Connect with Blair on LinkedIn * Learn more about PPE Mastermind

Innovation Quote“The biggest threat to mankind is when our technology outstrips our humanity.” – Albert Einstein

Application Questions1. How do you decide which product opportunities or features to say no to, and what’s your process for making those tough calls? 2. In your experience, what factors contribute most to a consistent and winning team culture? How do you maintain this as the team grows or changes direction? 3. What practices have you found effective (or ineffective) when giving feedback or offboarding team members who aren’t the right fit? 4. How do you identify your own blind spots as a product leader? Which personality or feedback frameworks have helped you most? 5. How could you practice being more vulnerable as well as accepting criticism?

BioBlair LaCorte is a groundbreaking and battle-scarred business executive and transformational leader who has leveraged his curiosity, collaborative nature and his competitive spirit into an unconventional and remarkable career journey.

His experiences are also very unique from a functional perspective having taken on full time executive roles across a wide spectrum of business stages, ranging from startup to growth and from restructuring to liquidity events including sales, mergers and several IPO’s.

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Product management lessons from Amazon’s $4 billion acquisition of One MedicalWatch on YouTubeTLDRDr. Joseph Michelli—speaker, consultant, and bestselling author—joins me to explore how product innovation and exceptional customer experiences can transform industries, with a deep dive into One Medical, the patient-centered healthcare startup recently acquired by Amazon for $4 billion. The conversation sheds light on designing human-centric experiences, the strategic use of technology and AI, and the importance of empowering both employees and customers in service delivery. Practical takeaways for product managers include blending automation with empathy, continuous improvement through design thinking, and fostering workplace environments where innovation thrives.

IntroductionIf you’ve ever struggled with whether to automate a customer touchpoint or keep it human, if you’ve wondered how to measure the “personal” side of your product experience, or if your team debates where AI helps versus where it hurts customer relationships—this discussion is for you. We’ll examine how companies dominate their markets through product innovation and customer experience that creates loyal fans, with a focus on One Medical, a start-up that Amazon acquired for $4 billion.

Our guest is Dr. Joseph Michelli, an internationally sought-after speaker and organizational consultant. He is a New York Times #1 bestselling author who has spent his career inside the world’s most customer-obsessed companies—from Starbucks and Ritz-Carlton to Mercedes-Benz and Zappos. His latest book, All Business Is Personal, examines the human-centered approach that made One Medical stand out in healthcare.

Summary of Concepts Discussed for Product ManagersThe One Medical Story:
Founded by innovator Tom Lee, One Medical reimagined primary healthcare by leveraging technology for convenience, accessibility, and eliminating pain points (like waiting in both the waiting room and exam room). Their membership model allows customers to view providers’ schedules directly and schedule appointments online. Ninety-seven percent of their patients wait for less than three minutes to be seen by their provider. One Medical’s model integrates with existing health insurance, while streamlining scheduling, communication, and clinical experiences.

Designing for People:
One Medical designs not only for customers but also for employees. Especially in healthcare, where burn-out and lack of talent are serious challenges, a humane experience for employees is essential. One Medical leverages user experience (UX) research, streamlines workflows, and uses AI to handle administrative burdens and enhance face-to-face interactions.

Practical Innovation:
With influences from design thinking and Lean methodologies, One Medical empowers all team members as “spotters and solvers.” Practices like job rounding, customer walks, huddle boards, and cross-functional problem-solving are part of their DNA.

Amazon’s Influence:
Joseph discusses Amazon’s acquisition, culture clashes (and blends), and the unique challenge of integrating a highly human service business into Amazon’s tech-forward ecosystem.

Healthcare of the Future:
The integrated experience—app-based triage, same-day appointments, telehealth, and even Amazon Pharmacy delivery—showcases the potential of digital-centric, consumer-driven healthcare.

Useful Links Check out All Business is Personal* * Connect with Joseph on LinkedIn * Visit Joseph’s website

Innovation Quote“Anyone can invent. Very few can innovate.” – unknown

Application Questions1. Where do you see opportunities in your organization to redesign both customer and employee experiences using human-centered design thinking? 2. How can your product team balance the use of automation and AI with the need for genuine human connection? 3. What barriers currently prevent your team from regular customer empathy activities, such as shadowing or role rotation? 4. How can frontline employees become more confident and able to solve problems in real-time? 5. What processes or traditions does your organization repeat “because they always have”—and how could they be challenged or reimagined?

BioJoseph A. Michelli, Ph.D., C.S.P., is an internationally sought-after speaker, author, and organizational consultant who transfers his knowledge of exceptional business practices in ways that develop joyful and productive workplaces with a focus on customer experience. His insights encourage leaders and frontline workers to grow and invest passionately in all aspects of their lives.

Dr. Michelli is a Wall Street Journal, USA Today, Publishers Weekly, Nielson BookScan, and New York Times #1 bestselling author. His books include:

Stronger Through Adversity: World-Class Leaders Share Pandemic-Tested Lessons on Thriving During the Toughest Challenges
The Airbnb Way: 5 Leadership Lessons for Igniting Growth through Loyalty, Community, and Belonging
Driven to Delight: Delivering World-Class Customer Experience the Mercedes-Benz Way
Leading The Starbucks Way: 5 Principles for Connecting with Your Customer, Your Products, and Your People
The Zappos Experience: 5 Principles to Inspire Engage and WOW
Prescription for Excellence: Leadership Lessons for Creating a World-Class Customer Experience from UCLA Health System
The Starbucks Experience: 5 Principles for Turning Ordinary into Extraordinary
The New Gold Standard: 5 Leadership Principles for Creating a Legendary Customer Experience Courtesy of The Ritz-Carlton Hotel Company
When Fish Fly: Lessons for Creating a Vital and Energized Workplace, which was co-authored with the owner of the “World-Famous” Pike Place Fish Market in Seattle.

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The biggest challenges when moving from individual contributor to product VPWatch on YouTubeTLDRIn this episode, I welcome Piers Fallowfield Cooper—executive coach and author of Are You Still the Future?—to explore one of the most critical career transitions in product management: moving from individual contributor to product leader. We discuss why success as a product manager doesn’t guarantee success in leadership, the mindset and skills required to thrive as a product VP, the importance of personal strengths and adaptability, and practical advice for building a successful, energized team.

IntroductionLet me paint a picture of a common occurrence. Product VPs and leaders start out as individual contributors, i.e., product managers. Because of their outstanding work, delivering value for the organization and delighting customers, the product manager’s responsibilities and influence quickly increases, resulting in a promotion to Product VP. Sounds great, right? Maybe not—a couple months after the promotion they are struggling and their teams are frustrated. If you were that newly promoted VP, you would be wondering if you made a terrible mistake.

Let’s turn that around. This discussion will help to equip you for the most critical transition in product management careers—the leap from individual contributor to product leader. This isn’t just about getting promoted; it’s about fundamentally shifting how you think, act, and add value. And, if you are already a product leader, this discussion will also help you improve and how you mentor your ICs.

Our guest is Piers Fallowfield-Cooper, who has coached over 130 C-suite executives through major leadership transitions. He’s spent 30 years in senior executive roles himself scaling companies across finance, technology, and e-publishing. His book Are You Still The Future? was a Business Book of the Year finalist in 2024. He knows how to effectively navigate the journey from individual contributor to executive leader.

Summary of Concepts Discussed for Product ManagersThe Challenge of the Transition:
Many product VPs begin as outstanding product managers, but leadership requires a shift from “I” to “we.” The skills and knowledge that led to promotion often don’t translate to success at the next level—leadership is less about specific expertise and more about asking the right questions, fostering a broader perspective, and leading through others.

T-Shaped Leadership:
Piers explains the necessity of moving from being a deep specialist to developing broad horizontal skills—an essential shift in most careers, including product management.

Find Your Sweet Spot:
Ambition doesn’t always mean you want or would be happier in a leadership role. Ask yourself why you want to get promoted and consider what trade-offs come with increased responsibility.

Key Shifts for Aspiring Leaders:

The move from “doing” to “thinking and leading.”
Creating regular thinking time with diverse stimuli.
Observing and reflecting on effective leadership styles, then building a personal leadership approach authentic to you.
Focusing on helping the team succeed, rather than being everyone’s friend.

Strengths, Energy & Environment:

Use tools like Strengths Finder to identify what energizes you, not just what you’re competent at.
Play to your energizing strengths, focus on what the business needs, and work where you add the most value.
Provide an environment that fosters high performance: ensure adequate sleep, a positive environment, and fair, slightly challenging deadlines.
Adaptability is key; those who are flexible can thrive in changing environments.

Leadership Pitfalls & Practical Advice:

Avoid “day one stupid”—don’t rush to fix things before understanding what works.
Ask, “What do we do really well here?” and “Are there dumb things we should stop?”
Don’t overthink or second-guess; often learning comes from experience, not theory.
As a leader, work to not trigger the fight/flight/freeze response in your team by ensuring fairness, and predictability.
Foster trust by showing vulnerability.
Create a coaching and learning environment for your team, helping others to succeed rather than micromanaging.

Useful Links Connect with Piers on LinkedIn * Check out Are You Still The Future?* * Visit Piers’s website

Innovation Quotes“The robots will adapt, will you?” – Piers Fallowfield-Cooper

“Today’s certainties are tomorrow’s absurdities.” – Peter Drucker

“Prediction is very difficult, especially about the future.” – Yogi Berra

Application Questions1. What was the most surprising challenge you faced (or anticipate facing) in moving from an individual contributor role to a leadership role? 2. How can product leaders create an environment that maximizes team performance and individual energy? 3. Why is it important to reflect on your own motives for pursuing leadership, and what tools or approaches help with that reflection? 4. How can leaders best identify and develop the strengths of their team members to benefit both the individuals and the organization? 5. What does adaptability mean to you in the context of product leadership, and how have you practiced it in your career so far?

BioDescribed by a number 10 insider as “The anti establishment, establishment coach”, Piers Fallowfield-Cooper’s goal is to help business leaders to be more successful, fulfilled and to support them in their journey from good to exceptional.

His bestselling book, Are You Still The Future?: How learning to be flexible and read the signals in the system kept me relevant and prepared for every step on my leadership journey, was a finalist for the Business Book Awards 2024 Leadership category.

Piers works with clients globally – in the UK, US, Europe, the Middle and Far East, Australasia and Southern Africa. He is currently celebrating 20 years of making a difference in leader’s lives (and having great fun). His experience includes over 30 years as a senior executive with various MD, President, CEO, and Chairman roles in global finance, digital media and technology. Clients value the fact that Piers has walked in their shoes and can genuinely and authentically empathise with their situation.

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How product managers can make their own futuresWatch on YouTubeTLDRIn this episode of Product Mastery Now, we’re joined by Robin Champ, VP of Strategic Foresight at LBL Strategies and Harvard Extension School instructor. Robin shares practical approaches for product managers and leaders to anticipate, rather than merely react to, disruptions in the market and competitive landscape. Through the Strategic Foresight Framework, scenario planning, and trend scanning, Robin explains how to create agile strategies that help organizations deliver value in uncertain futures.

IntroductionAny product manager with some experience knows the frustration of being blindsided—competitor launches that catch you off-guard, market shifts that kill your roadmap, or customer behaviors that seemingly emerge overnight. Many product teams are in a cycle of reacting to change and putting out fires. Instead, what if you could anticipate change? By the end of this episode, you’ll have the strategic foresight framework that is taught at Harvard and applied in organizations.

Our guest is Robin Champ, Vice President of Strategic Foresight at LBL Strategies and Harvard Extension School instructor. Robin spent 33 years applying foresight in the highest-stakes environments—the U.S. Secret Service and Department of Defense. She trains executives on the strategic planning methodologies that equips them to stay ahead of competitive threats and create opportunities.

Also, Robin is speaking on Tuesday, September 16th, 2025, at my favorite product innovation conference, the Product Development and Management Association’s Ignite Innovation Conference. Learn more about the conference at www.PDMAsummit.com.

Summary of Concepts Discussed for Product ManagersWhat is Strategic Foresight? Foresight vs. Forecasting: Foresight embraces uncertainty and explores multiple possible futures rather than making a single prediction. * Scenario Planning:* Organizations develop strategies by considering different directions the future could take, enabling agility and preparedness for disruption.

Why Product Managers Need Foresight Competitive Advantage: With foresight, product managers are better equipped to stay ahead of market changes, competitor launches, and evolving customer behavior. * Case Example:* Robin describes applying scenario planning with a senior living community to anticipate shifting senior preferences and invent innovative solutions.

Foresight Methodologies Environmental Scanning: Deliberately monitoring signals and trends in the market and society via tools like LinkedIn, futurist publications, and AI-powered analytics. * Futures Wheel: Mapping out potential first-, second-, and third-order impacts of proposed changes or emerging trends. * Bringing in Creativity:* Leveraging both human creativity (e.g., involving science fiction writers) and AI tools to generate diverse and imaginative future scenarios.

Practical Application* Use scenario planning and futures wheels to consider the implications of market shifts, like changing education delivery models with AI and shorter attention spans. * Scanning can be both manual and AI-assisted; following futurists can keep PMs ahead of upcoming trends. * Strategic foresight enhances not just resilience, but also innovation and relevance.

Useful Links Connect with Robin on LinkedIn * Check out the Harvard course Robin teaches, Mastering Foresight: Scenario-Based Planning * Register for the PDMA Ignite Innovation Conference and use code PDMAChad20* for 20% off your registration for the All-Access Pass or the Summit Pass * Learn more about LBL Strategies

Innovation Quote“Organizations have to make their futures or risk being overtaken by the future.” – Clark Murdock, Future Making

Application Questions1. How could scenario planning or the futures wheel help your product team be more agile in the face of uncertainty? 2. In what ways are you currently scanning for trends or signals in your market? What could you do to improve this process? 3. Where could your organization benefit from shifting from forecasting to strategic foresight in its strategy or product planning? 4. What are the most disruptive “unknowns” facing your product category—how well prepared are you? 5. How might you use AI or creative exercises (like science fiction narratives) to inspire future-focused thinking within your product team?

BioRobin L. Champ is Vice President of Strategic Foresight at LBL Strategies; a Certified Strategy Management Professional (SMP); and an instructor at Harvard Extension School. She helps organizations anticipate change, navigate uncertainty, and design strategies that drive real impact. With a background that includes leading foresight and strategy efforts at the U.S. Secret Service and the Department of Defense, Robin brings a practical, future-focused approach grounded in decades of experience. Today, she works with leaders across sectors to turn insight into action.

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How product managers can build customer-centric AI productsWatch on YouTubeTLDRJuanjo Duran, Chief Product Officer & Chief Marketing Officer at Exoticca, joins Product Mastery Now to share how to create AI-powered product features customers actually love, not just features that sound impressive. Drawing on 25+ years in diverse leadership roles, Juanjo discusses leveraging customer obsession, data-driven decisions, and practical frameworks to balance innovation with execution. Learn how to embed AI across teams, structure innovation projects, and use the customer journey—from inspiration through to objection handling—as your roadmap for building differentiated products that deliver real value.

IntroductionPicture this: You’re a product leader trying to build AI features that customers actually use, not just technology that sounds impressive in board meetings. You’re scaling your product organization while maintaining innovation momentum. And you’re doing all this in an industry where the stakes for getting it wrong are high. We are discussing building smarter products that integrate AI that customers actually want. We’ll also explore practical frameworks for balancing innovation with execution in rapidly scaling organizations.

Our guest is Juanjo Duran, Chief Product Officer and Chief Marketing Officer at Exoticca, a leading travel tech platform that provides multi-day travel packages. Juanjo brings a unique perspective—25+ years in consumer goods at P&G and Mars, operations leadership at easyJet, marketing at eDreams, and now product leadership at Exoticca.

Summary of Concepts Discussed for Product ManagersKey Topics & Takeaways From FMCG to Travel Tech: The Leadership Thread + Juanjo describes his journey from Procter & Gamble and Mars, to travel and product leadership at Exoticca. + The unifying principle? Putting the customer at the center, leveraging data-driven decisions, and focusing on how brands create value. * The Travel Customer Journey Redefined + In travel, the journey starts the moment a customer begins browsing for trips, not just when booking or traveling. + Product pages are transformed to make users fall in love with destinations, describe the experience simply, and address objections upfront. * Structuring Innovation: Purpose-Driven Evaluation + Initiatives at Exoticca are filtered by their fit with company purpose: making dream trips accessible, creating extraordinary experiences, and serving customers end-to-end. + Innovation efforts are prioritized by value to customers, strategic fit, feasibility, and business impact. * The AI Journey: From Efficiency to Customer Value + Early AI efforts focused on automating repetitive tasks for efficiency. The real shift came from asking: “How can AI deliver better value for customers?” + AI is embedded across every team, used in personalizing customer experiences, managing dynamic trip pricing, addressing customer queries (pre/post booking), and predicting pricing far in advance. * Innovation Project Structure* + Cross-functional discovery and alignment at the outset saves time later. + Prototyping, rapid iteration, and A/B testing form the foundation of execution. + Not every tool or solution needs to be built in-house—focus in-house efforts on core differentiators, and look outward for other solutions.

Useful Links* Connect with Juanjo on LinkedIn * Learn more about Exoticca

Innovation Quotes“The best way to predict the future is to create it.” – attributed to Peter Drucker

“Inspiration? Of course it exists but it has to find you working.” – Pablo Picasso

Application Questions1. How can your organization better map and influence the customer journey to enhance product experiences? 2. When thinking about adopting AI, how do you balance efficiency gains versus solving genuine customer problems? 3. What criteria should guide your decision to build versus buy AI or tech solutions? 4. How can cross-functional collaboration be improved during the innovation process in your organization? 5. Which part of your product experience could be transformed by focusing on customer emotions rather than solely on features or benefits?

BioJuanjo Duran is a Global Travel and FMCG Executive (CEO/CMO/CPO) passionate about how Technological transformation can improve consumers’ lives. Currently CPO and CMO of a game changing travel tech disruptor where he is exploring AI as a Value Accelerator for consumers. Juanjo was previously CEO of Deliberry, a game changing grocery business disruptor and also Venture Capital Investor and Consumer & Brand Tech Advisor.

Juanjo is passionate about change and leadership. He was lucky to learn from the best leaders and the best companies: 20 years in P&G learning from the best about proactively and methodically driving brand’s constant growth, 7 years in Mars Inc learning from the best about leading people through values and principles and learning from the best about digital transformation in the most evolved industry, TravelTech, at easyJet and eDreams ODIGEO, still the biggest e-commmerce in Europe.

Juanjo believes that technology has to help us to live better and wants to be an active part of that. He is now leading a very promising project that will allow people to travel more and better.

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The product manager’s journey from Individual Contributor to Chief Product OfficerWatch on YouTubeTLDRKimberly Bloomston’s journey from individual contributor to Chief Product Officer at LiveRamp demonstrates the key transitions and skills needed at each level of product management leadership. Her path highlights how responsibilities evolve from hands-on product development to strategic business leadership, emphasizing the importance of continuous learning, vulnerability, and strong relationship-building skills.

Key Topics:* Career progression stages in product management, from IC to CPO * Transition from tactical to strategic responsibilities at each level * Evolution of stakeholder management and leadership requirements * Importance of vulnerability and continuous learning in product leadership * Role of business acumen in product management success * Critical skills needed at different career stages * Value of cross-functional understanding and relationships * Impact of organizational structure on product leadership * Balance between product expertise and business leadership * Strategies for successful career transitions in product management

IntroductionIn this episode, I interviewed Kimberly Bloomston, Chief Product Officer at LiveRamp, to explore her journey from individual contributor (IC) to executive leadership in product management. Kim’s unique perspective comes from climbing every rung of the product management career ladder, experiencing firsthand the evolving responsibilities and challenges at each level.

The path from IC to Chief Product Officer isn’t just about gaining more responsibility – it’s about transforming how you think about product development, team leadership, and business strategy. Whether you’re aiming for your first product management role or setting your sights on the C-suite, understanding these career dynamics can help you navigate your own path to product leadership success.

Early Career Foundation: Building a Base for Product LeadershipKim’s journey into product management began with an unconventional blend of philosophy and computer science studies in college. This unique combination developed both her analytical thinking skills and her ability to question assumptions – capabilities that would later prove valuable in her product career. Growing up in a tech-friendly household with an entrepreneurial father who owned retail businesses gave her early exposure to both technology and business operations.

Her first professional role was with a retail industry consulting company, where she started as a part-time employee during college. Over ten years, she rose through the ranks until everyone in the company reported to her. The company operated a software platform for their call center, managing customer communications while ensuring compliance with state regulations. As VP of Operations, Kim worked with third-party engineering consultants to improve the platform’s ROI and customer outcomes.

It was during this time that Kim discovered her passion for product management. She shared a story about finding a way to save a hundred dollars per week through code automation. When discussing this achievement with her brother, an engineer, he pointed out that what she was doing – finding ways to improve processes and outcomes through technology – was essentially product management. This revelation led her to refocus her career from general business operations to technology product management.

Key Learnings from Early Career Experience* Cross-functional understanding: Her operational role provided valuable insights into how different business functions work together, from support and services to sales and customer success * Business metrics expertise: Managing operations gave her deep understanding of business KPIs and how they impact different teams * Leadership experience: Early management responsibilities helped develop crucial people skills before entering product management * Technical foundation: Growing up with technology and working with engineering teams built technical credibility

This foundation proved instrumental in Kim’s later product management roles. Her experience managing people, understanding business operations, and working with technology teams gave her a unique perspective that many product managers develop only later in their careers. Most importantly, it sparked her passion for using technology to solve real business problems – the core essence of product management.

These early experiences highlight an important lesson for aspiring product leaders: there’s no single “right” path into product management. Whether you’re coming from engineering, business operations, or another field entirely, your unique background can provide valuable perspective and skills for a successful product management career.

Transitioning to Individual Contributor (IC) Product ManagerKim’s entry into product management came with a unique twist – she stepped down from an executive role to become a senior product manager. While most product managers work their way up to leadership positions, she chose to start fresh in a role that would let her work directly on product development.

As a new product manager, Kim faced the common challenge of understanding her company’s technical landscape. She joined a facial recognition company that built hardware and software primarily for government agencies. The company wanted to expand into commercial markets, particularly retail – a perfect fit for Kim’s background. However, she still needed to learn the company’s products, technology, and internal language.

Strategies for Success as a New Product Manager

| Challenge | Solution Approach | | --- | --- | | Learning Technical Language | Extensive listening in team meetings, especially scrum and QA sessions | | Understanding Products | Reading documentation and sitting with different teams | | Building Credibility | Being transparent about knowledge gaps while showing consistent progress | | Contributing Value | Leveraging industry expertise while learning technical aspects |

One of Kim’s most valuable insights was about the importance of asking “dumb questions.” She found that being vulnerable about what she didn’t know actually added value to the team. New perspectives often help challenge assumptions and bring fresh thinking to long-standing problems. Her approach was to acknowledge knowledge gaps openly while demonstrating steady progress in understanding the technical aspects of the role.

Kim developed what she called a “superpower” – the ability to remember information without fully understanding it initially, then gradually connecting the dots as her knowledge grew. She would often realize the meaning of something she’d heard weeks earlier, creating connections between different aspects of the business and technology.

Success as an IC product manager isn’t just about what you know coming in – it’s about your ability to learn, adapt, and bring new perspectives to the team. Whether transitioning from another field or starting fresh in product management, the key is to balance humility about what you don’t know with confidence in what you can contribute.

Director of Product: Expanding Scope and InfluenceThe transition from individual contributor to Director of Product marked a significant shift in Kim’s responsibilities and focus. After successfully bringing a retail product to market, she moved into a director role where she managed multiple product managers and took on broader strategic responsibilities. This role expanded beyond individual product features to encompass entire product lines and their impact on the business.

Key Changes in Responsibilities* Roadmap Planning: Rather than focusing on individual features, directors need to plan comprehensive roadmaps across multiple products and teams * Customer Engagement: More frequent and strategic customer interactions, including managing escalations and leading customer advisory boards * Stakeholder Management: Building relationships across various organizational levels, from individual contributors to executive teams * Revenue Focus: Greater emphasis on business outcomes and revenue impact of product decisions

One of the most significant changes Kim experienced was the depth of stakeholder alignment required. As a director, she needed to coordinate efforts across multiple engineering teams, platform teams, and both pre-sales and post-sales organizations. This led to the creation of “product success teams” – cross-functional groups that included leaders from various departments working together to ensure product success in the market.

Product Success Team Focus Areas

| Area | Key Considerations | | --- | --- | | Market Strategy | Competitive analysis, opportunity sizing, pricing | | Customer Success | Time to value, implementation challenges, support needs | | Sales Enablement | Sales team training, market messaging, deal support | | Technical Implementation | Integration requirements, scalability, maintenance |

Customer interaction also evolved at the director level. Beyond handling escalations, Kim found herself hosting customer development partner groups, speaking at industry events, and participating in strategic sales calls. These interactions weren’t just about immediate product needs – they focused on building long-term partnerships and ensuring customers saw value in the product vision and roadmap.

The director role required a delicate balance between tactical execution and strategic planning. While individual contributors focus primarily on getting features right, directors need to ensure that all product initiatives align with broader business goals and market needs. This transition highlighted the importance of developing both leadership skills and strategic business acumen alongside traditional product management capabilities.

Vice President of Product: Leading Through OthersKim described her transition to Vice President of Product as her biggest career shift. While she had previously been a VP in operations, the VP of Product role demanded a fundamentally different approach to leadership and product strategy. This position was a departure from hands-on product work to leading through others and shaping organizational direction.

Core Changes in Role Focus

| Area | Key Responsibility Shift | | --- | --- | | Team Management | Leading managers instead of individual contributors | | Product Vision | Developing broader organizational vision and storytelling | | Financial Oversight | Managing budgets and business outcomes | | Executive Engagement | Regular interaction with executive leadership |

One of the most significant changes was stepping away from day-to-day product backlogs. While Kim occasionally found herself wanting to dive into tactical details, she learned that her role needed to focus on broader strategic initiatives. Her primary responsibility shifted to coaching teams, developing the practice of product management, and creating compelling narratives about the product vision that could inspire both the organization and customers.

The VP role also brought new financial responsibilities and accountability. While Kim didn’t directly own a P&L, her compensation structure became tied to business outcomes such as profitability, product growth, and customer satisfaction metrics. This alignment of incentives with business results changed how she approached product decisions and strategy development.

Key Success Factors at VP Level* Storytelling Ability: Developing skills to communicate product vision effectively to diverse audiences, from development teams to executive stakeholders * Strategic Thinking: Moving beyond individual product features to focus on portfolio-level decisions and market positioning * Business Acumen: Understanding and influencing key business metrics, including revenue growth, customer retention, and profitability * Leadership Development: Building and coaching a team of product managers and directors to execute effectively

The role also required a different approach to stakeholder management. Instead of working primarily with individual contributors, Kim needed to build strong relationships with other executives and senior leaders across the organization. This meant developing the ability to influence without direct authority and align different departments around common goals and objectives.

Chief Product Officer: Leading at the Executive LevelChief Product Officer (CPO), Kim’s current role, brings new challenges and responsibilities at the executive level. As a member of the executive leadership team at LiveRamp, her focus has expanded beyond product organization to encompass overall business stewardship and strategic direction.

Executive Leadership Responsibilities

| Responsibility Area | Key Activities | | --- | --- | | Board Engagement | Regular reporting, strategic updates, vision alignment | | Business Leadership | Contributing to overall company strategy and direction | | Shareholder Relations | Public company responsibilities and investor communication | | Executive Team Collaboration | Cross-functional strategic planning and execution |

Kim’s primary team is the executive leadership team rather than just the product organization. This shift required viewing herself as a business leader first and a product leader second. Her role involves not just leading product strategy but contributing to all aspects of business operations and growth.

The position demands a comprehensive understanding of business operations across all functions. Kim explained that being a CPO means having both the right and responsibility to identify challenges and opportunities throughout the organization, not just within product development. This systemic view helps ensure alignment between product strategy and overall business objectives.

Organizational Structure InsightsBased on her experience, Kim shared valuable insights about product organization structure:

Direct CEO Reporting: Product leadership should report directly to the CEO to ensure proper strategic alignment
Engineering Alignment: In some cases, combining product and engineering under a Chief Product and Technology Officer (CPTO) role can be beneficial
Business Integration: Product organization should be structured to facilitate close collaboration with all business functions
Leadership Development: Focus on developing strong product leaders at all levels of the organization

The CPO role represents the evolution from product leadership to business leadership, requiring a delicate balance between maintaining product excellence and contributing to overall business success. It demands the ability to think systematically about the business while ensuring the product organization remains effective and aligned with company goals.

Key Success Factors Across All Levels: Leadership Lessons and Best PracticesThroughout our conversation, Kim emphasized several critical factors that contributed to success across all levels of the product management career ladder. Her insights revealed that while technical skills are important, the ability to learn, adapt, and build strong relationships often determines long-term success in product leadership roles.

Essential Skills for Product Leadership Success

| Skill Area | Impact on Success | | --- | --- | | Vulnerability | Enables learning, innovation, and authentic leadership | | Failure Management | Promotes learning and creative problem-solving | | Continuous Learning | Supports adaptation to new roles and challenges | | Relationship Building | Facilitates cross-functional collaboration and influence |

Critical Success Behaviors* Embrace Learning Opportunities: Actively seek new challenges and be willing to step outside your comfort zone * Build Strong Relationships: Invest time in understanding different functions and building trust across the organization * Celebrate Failures: View failures as learning opportunities and encourage teams to take calculated risks * Maintain Curiosity: Stay interested in both technical and business aspects of product development * Practice Authentic Leadership: Lead with transparency and create safe spaces for innovation

Another key insight was the importance of understanding business fundamentals at every level. Whether as an IC or CPO, having a clear grasp of how different business functions operate and contribute to success helps product leaders make better decisions and build more effective relationships across the organization.

ConclusionKim’s journey from philosophy major to Chief Product Officer demonstrated that success in product management isn’t about following a predetermined path – it’s about continuously learning, adapting, and growing while staying true to core principles of innovation and customer focus. As Kim’s experience showed, each level brings new challenges and opportunities, requiring different skills, perspectives, and approaches to success. While technical knowledge and product expertise form the foundation, long-term success depends increasingly on leadership ability, strategic thinking, and business acumen as you progress up the career ladder.

For product managers aspiring to advance their careers, the key takeaway is the importance of continuous learning and adaptation. Whether you’re just starting as an IC or preparing for an executive role, focus on developing both the hard and soft skills needed for the next level while maintaining curiosity and openness to new challenges. Remember that there’s no single “right” path to product leadership – your unique experiences and perspectives can become valuable assets as you progress in your career. The most successful product leaders combine strong technical and business knowledge with the ability to build relationships, foster innovation, and drive organizational success through authentic leadership.

Useful links:* Learn more about LiveRamp * Connect with Kim on LinkedIn

Innovation Quote“So many leaders fail to realize that without vulnerability there is no creativity or innovation. Why? Because there is nothing more uncertain than the creative process, and there is absolutely no innovation without failure.” – Brené Brown

Application Questions1. How could you use Kim’s insights about vulnerability and “asking dumb questions” to create a more innovative culture within your product team? Consider specific situations where being more open about knowledge gaps might lead to better outcomes. 2. What steps could you take in your current role to develop the skills needed for your next career move in product management? Think about the gaps between your current responsibilities and those of the next level up. 3. How could your team implement some version of the “product success teams” concept Kim described? Consider which stakeholders you would include and what specific challenges this cross-functional approach might help solve. 4. Looking at your current approach to stakeholder management, how could you expand or modify your relationships to better align with the next level of product leadership? Think about which relationships might need more development. 5. Based on Kim’s experience with balancing metrics and strategic thinking, how could you adjust your current focus to better demonstrate business impact while maintaining strong product leadership? Consider what metrics you might need to pay more attention to.

BioKimberly Bloomston is Chief Product Officer at LiveRamp where she heads the company’s global product organization with an emphasis on cloud infrastructure growth. Kimberly previously served as LiveRamp’s Senior Vice President of Product, Vice President of Core Platform and Data Marketplace and Head of Product, Data Marketplace and Application Experience.

With over 15 years’ of experience leading product management and business operations, Kimberly spearheads strategic initiatives that focus on maturing and expanding solutions in the midst of market and company transformation. She has held executive roles leading product, design and operations across a variety of software companies and industries, including higher education, security and data enablement. Kimberly has also led sales, partner programs, managed services and customer success over the course of her career. Prior to LiveRamp, Kimberly served in leadership positions at Ellucian, Digital Signal Corporation and The Zellman Group.

Kimberly loves tackling hard problems and is passionate about design thinking, storytelling, collaboration and enabling product operations to scale and grow a business. She resides in California with her family where she enjoys exploring the outdoors, working out in her home gym, making art and spending time with her family.

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Start 2025 with the essential knowledge areas that give product managers more influence and successIn 2024 I co-authored the 3rd edition of the Product Development and Management Body of Knowledge: A Guidebook for Product Innovation Training and Certification. The book describes the seven knowledge areas that professional product managers, innovators, and leaders must have mastery of. I’m bringing back the episode from 2024 where I introduced these seven knowledge areas as it is the perfect way to start your 2025. Take a few minutes to focus on your career development by listening to this episode.

TLDRProduct mastery is essential for creating successful products and driving innovation within organizations. This article explores the seven knowledge areas crucial for product managers and innovators, as outlined by the Product Development and Management Association (PDMA) Body of Knowledge.

These knowledge areas include product innovation management, strategy, portfolio management, process, design and development, market research, and culture and teams. By understanding and applying these concepts, product professionals can enhance their skills, increase their influence within their organizations, and create products that truly resonate with customers.

The article also discusses the importance of continuous learning in product management, the value of professional certifications like the New Product Development Professional (NPDP), and provides insights into resources for further development in the field.

Introduction to Product MasteryProduct mastery is a critical skill for professionals aiming to create successful products and drive innovation within their organizations. The concept of product mastery encompasses a wide range of knowledge areas and skills that enable product managers and innovators to excel in their roles.

This article introduces the seven essential knowledge areas for product mastery, as outlined by the Product Development and Management Association (PDMA) Body of Knowledge. These areas form the foundation of successful product management and innovation practices across various industries.

The Seven Knowledge Areas for Product MasteryThe PDMA Body of Knowledge identifies seven crucial knowledge areas that product professionals should master to achieve success in their roles:

Product Innovation Management
Strategy
Portfolio Management
Process
Design and Development
Market Research
Culture and Teams

Let’s explore each of these areas in detail to understand their importance in the product management landscape.

Product Innovation ManagementProduct innovation management serves as the foundation for all other knowledge areas. It encompasses the overarching principles and practices that guide the creation of new products and the improvement of existing ones. This area focuses on:
Understanding customer needs and market opportunities
Generating and evaluating new product ideas
Managing the innovation process from concept to launch
Fostering a culture of innovation within the organization

Mastering product innovation management enables product professionals to drive meaningful change and create products that truly resonate with customers.

StrategyStrategy plays a crucial role in aligning product development efforts with organizational goals. This knowledge area covers:
Developing and implementing product strategies
Aligning product roadmaps with business objectives
Identifying and prioritizing market opportunities
Competitive analysis and positioning

By mastering strategic thinking, product managers can ensure that their efforts contribute to the overall success of their organization.

Portfolio ManagementPortfolio management focuses on optimizing the mix of products and projects within an organization. Key aspects include:
Balancing resources across multiple products or projects
Prioritizing initiatives based on strategic fit and potential value
Managing risk across the product portfolio
Evaluating and selecting new product opportunities

Effective portfolio management ensures that organizations invest in the right products and initiatives to maximize their return on investment.

ProcessThe process knowledge area covers the various methodologies and frameworks used to guide product development from idea to market. This includes:
Stage-gate processes
Agile and lean product development methodologies
Design thinking approaches
Continuous improvement and iteration

Mastering different product development processes allows product managers to choose the most appropriate approach for each project and adapt to changing market conditions.

Design and DevelopmentDesign and development focus on the actual creation of products, encompassing both the creative and technical aspects. This area includes:
User experience (UX) and user interface (UI) design
Technical architecture and engineering
Prototyping and testing
Quality assurance and product refinement

A strong understanding of design and development principles enables product managers to collaborate effectively with cross-functional teams and ensure the creation of high-quality products.

Market ResearchMarket research is crucial for understanding customer needs, market trends, and competitive landscapes. This knowledge area covers:
Qualitative and quantitative research methodologies
Customer segmentation and persona development
Competitive analysis and market sizing
Voice of the customer (VoC) programs

By mastering market research techniques, product managers can make data-driven decisions and create products that truly meet customer needs.

Culture and TeamsThe culture and teams knowledge area focuses on the human aspects of product management, including:
Building and leading high-performing product teams
Fostering a culture of innovation and collaboration
Managing stakeholders and cross-functional relationships
Developing leadership skills for product managers

Understanding how to create a positive team culture and effectively lead product teams is essential for long-term success in product management.

The Importance of Continuous Learning in Product ManagementThe field of product management is constantly evolving, with new methodologies, tools, and best practices emerging regularly. As such, continuous learning is crucial for product professionals to stay ahead of the curve and maintain their effectiveness in their roles.

Professional Development OpportunitiesThere are various ways for product managers to continue their professional development:

| Method | Description | Benefits | | --- | --- | --- | | Certifications | Formal recognition of product management expertise (e.g., NPDP) | Demonstrates proficiency, enhances credibility | | Online Courses | Self-paced learning on specific product management topics | Flexible, targeted skill development | | Conferences | Industry events featuring speakers and networking opportunities | Exposure to new ideas, peer learning | | Podcasts | Audio content discussing product management trends and practices | Convenient learning during commutes or downtime | | Books | In-depth exploration of product management concepts | Comprehensive understanding of specific topics |

The Value of Professional CertificationsProfessional certifications, such as the New Product Development Professional (NPDP) offered by PDMA, can provide significant value to product managers. These certifications:

Demonstrate a commitment to professional development
Validate expertise in product management practices
Enhance credibility with colleagues and stakeholders
Provide a structured framework for learning and skill development

While certifications are not always required for product management roles, they can be a valuable differentiator in competitive job markets and help professionals advance their careers.

Applying Product Management Knowledge in PracticeUnderstanding the seven knowledge areas is just the first step in achieving product mastery. The real value comes from applying these concepts in real-world situations. Here are some strategies for putting product management knowledge into practice:

Start with self-assessment: Evaluate your strengths and weaknesses across the seven knowledge areas to identify areas for improvement.
Set learning goals: Prioritize specific skills or knowledge areas to focus on and create a plan for developing them.
Seek diverse experiences: Look for opportunities to work on different types of products or in various industries to broaden your perspective.
Collaborate and share knowledge: Engage with other product professionals through networking events, online forums, or mentorship programs.
Experiment with new techniques: Try implementing new methodologies or tools in your product development process and evaluate their effectiveness.

By actively applying and refining your product management skills, you can continually improve your ability to create successful products and drive innovation within your organization.

The Evolution of Product ManagementProduct management as a discipline has a rich history dating back to the 1930s when it emerged as “brand management” at Procter & Gamble. Since then, the field has evolved significantly, adapting to changing market conditions, technological advancements, and shifting consumer expectations.

Key Milestones in Product Management History

| Decade | Development | | --- | --- | | 1930s | Brand management introduced at Procter & Gamble | | 1960s | Emergence of formal product management roles in technology companies | | 1980s | Rise of customer-centric approaches and market-driven product development | | 1990s | Introduction of Agile methodologies in software development | | 2000s | Growth of digital product management and user experience focus | | 2010s | Emphasis on data-driven decision making and product analytics | | 2020s | Integration of AI and machine learning in product management practices |

Understanding the evolution of product management can provide valuable context for current practices and help product professionals anticipate future trends in the field.

Challenges and Opportunities in Modern Product ManagementToday’s product managers face a unique set of challenges and opportunities in their roles:

Challenges:* Rapidly changing market conditions and customer expectations * Increasing complexity of products and technologies * Balancing short-term demands with long-term strategic goals * Managing cross-functional teams in remote or hybrid work environments * Navigating ethical considerations in product development and data usage

Opportunities:* Leveraging data and analytics for more informed decision-making * Embracing new technologies like AI and machine learning to enhance products * Developing sustainable and socially responsible products * Creating personalized user experiences at scale * Exploring new business models and revenue streams

By staying informed about these challenges and opportunities, product managers can position themselves and their organizations for success in an ever-changing landscape.

ConclusionMastering the seven knowledge areas of product management is a journey that requires continuous learning, practice, and adaptation. By developing expertise in product innovation management, strategy, portfolio management, process, design and development, market research, and culture and teams, product professionals can enhance their ability to create successful products and drive innovation within their organizations.

As the field of product management continues to evolve, staying informed about industry trends, embracing new technologies, and continuously refining your skills will be crucial for long-term success. Whether you’re just starting your product management career or you’re a seasoned professional, there’s always room for growth and improvement in this dynamic and rewarding field.

By leveraging resources like the PDMA Body of Knowledge, professional certifications, and ongoing learning opportunities, you can build a strong foundation for product mastery and position yourself as a leader in the product management community. Remember, the ultimate goal is not just to create products, but to create products that truly resonate with customers and drive meaningful value for your organization.

Useful links: Check out the 2024 Product Development and Management Body of Knowledge* by Allan Anderson, Chad McAllister, and Ernie Harris * Find out how the Rapid Product Mastery Experience, the fastest path to higher-performing product managers and teams, can help your team

Application Questions1. How do you currently apply the seven knowledge areas for product mastery in your role? Which areas do you feel most confident in, and which do you think need improvement? 2. What strategies have you found most effective for balancing short-term product demands with long-term strategic goals? How do you align your product roadmap with overall business objectives? 3. In what ways has your approach to product management evolved over the course of your career? How have industry trends or technological advancements influenced your practices? 4. How do you foster a culture of innovation within your product team and the broader organization? What challenges have you faced in this area, and how have you addressed them?

Chad’s BioChad McAllister, PhD, is a product management professor, practitioner, trainer, and host of the Product Mastery Now podcast. He has 30+ years of professional experience in product and leadership roles across large and small organizations and dynamic startups, and now devotes his time to teaching and helping others improve. He co-authored “Product Development and Management Body of Knowledge: A Guide Book for Product Innovation Training and Certification.” The book distills five decades of industry research and current practice into actionable wisdom, empowering product professionals to innovate and excel. Chad also teaches the next generation of product leaders through advanced graduate courses at institutions including Boston University and Colorado State University and notably re-engineered the Innovation MBA program at the University of Fredericton, significantly broadening its impact. Further, he provides online training for product managers and leaders to prepare for their next career step — see https://productmasterynow.com/.

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How product managers are transforming innovation with AI toolsWatch on YouTubeTLDRIn this deep dive into AI’s impact on product innovation and management, former PayPal Senior Director of Innovation Mike Todasco shares insights on how AI tools are revolutionizing product development. From enhancing team brainstorming and prototype development to product iteration, AI is becoming an essential tool for product managers. However, Mike emphasizes the importance of balancing AI capabilities with human oversight, warning against over-reliance on AI. The discussion explores practical applications of AI tools like ChatGPT and Claude in product development, including MVP refinement, customer testing, and marketing content creation. Drawing from his experience building PayPal’s Innovation Labs, Mike also shares valuable insights on creating an innovation culture that empowers all employees to contribute to product innovation, regardless of their role.

Key Topics:* Building Innovation Culture (PayPal Case Study) * AI as a Brainstorming Partner * AI Tools in Product Development * Product Development Acceleration * AI Implementation Cautions * Future of AI in Product Development * Customer Testing and Validation

AI’s Impact on Product Innovation and Management: A New Era for Product TeamsIn this episode of Product Mastery Now, I’m interviewing Mike Todasco, former Senior Director of Innovation at PayPal and current visiting fellow at the James Silberrad Brown Center for Artificial Intelligence. Mike brings valuable insights about the revolutionary transformation of product development through artificial intelligence. Through our discussion, Mike shares how this dramatic acceleration in product development processes signals a fundamental shift for product teams. Drawing from his experience leading innovation at PayPal and holding over 100 patents, Mike explains how AI tools are creating new opportunities for innovation, faster iteration cycles, and more comprehensive market understanding while maintaining a balance between artificial intelligence and human insight.

Building Innovation Culture: Lessons from PayPal’s Innovation LabIn our discussion, Mike shares insights from his experience building PayPal’s Innovation Lab following the company’s separation from eBay in 2015. He explains that their approach to innovation deliberately avoided the common pitfall of creating a two-tiered system where only designated “innovators” were responsible for new ideas.

Creating an Inclusive Innovation EnvironmentThe foundation of PayPal’s innovation success rested on a culture of trust and autonomy. Mike points to their unlimited vacation policy as a symbol of this trust-based culture, where employees were treated as responsible adults capable of managing their time and contributions. This philosophy extended to how employees could engage with the Innovation Lab, allowing them to pursue innovative projects alongside their regular responsibilities.

| Traditional Innovation Model | PayPal’s Inclusive Approach | | --- | --- | | Designated innovation teams | Open to all employees | | Structured innovation times | Flexible engagement | | Rigid definition of innovation | Adaptable interpretation | | Top-down innovation goals | Self-directed innovation |

Implementation StrategyPayPal deliberately kept the definition of innovation flexible. Rather than imposing a strict interpretation, they allowed different roles to define innovation in ways that made sense for their work. Mike encouraged employees to include innovation in their annual goals but never forced this approach.

Innovation goals were customized to individual roles and responsibilities
The Innovation Lab served as a gathering space for collaborative work
Employees had freedom to explore projects in their spare time
Leadership encouraged but didn’t mandate innovation participation

This approach helped create a culture where innovation wasn’t seen as an additional burden but as an organic part of the workplace. While some areas of the company found this adjustment challenging, PayPal’s long-standing history of innovation made the cultural shift more natural. The success of this approach demonstrates how creating the right environment for innovation can be more effective than mandating it through formal structures.

Leveraging AI in Product Development: A Practical ApproachMike shares examples of how AI is transforming product development, starting with his own daily interactions with tools like Claude and ChatGPT. His examples demonstrate the versatility of AI in both personal and professional contexts.

AI as Your Development PartnerThrough our discussion, Mike explains how AI can serve as a brainstorming partner for product managers. He illustrates this with a recent experience helping an entrepreneur develop a video analysis product. What stands out is their approach to rapid iteration – continuously challenging themselves to simplify their concept, moving from four-week solutions to one-week versions, and ultimately to one-day tests. This methodology helps teams identify the core value proposition quickly.

Choosing the Right AI ToolsWhen it comes to selecting AI tools for product development, Mike shares several practical approaches to compare different models:

| 30-Minute Evaluation Method | Quick Comparison Method | | --- | --- | | Create test scenarios | Open multiple tool windows | | Test across different AI models | Input identical prompts | | Score responses systematically | Compare immediate responses | | Evaluate reasoning patterns | Assess response quality |

Available AI Tools for Product ManagersMike outlines several key AI platforms product managers should consider:

Claude: Excels at analytical tasks and detailed explanations
ChatGPT: Strong general-purpose tool with quick responses
Gemini: Google’s AI with robust integration capabilities
Copilot: Particularly useful for technical development
Mistral: Emerging option worth exploring

The key takeaway from our discussion is that AI tools aren’t just about automation – they’re about augmenting human creativity and decision-making in product development. Mike notes that while no single tool is perfect for every task, having multiple AI resources available allows product managers to leverage the right tool for specific needs.

The quality of AI’s work is not as good as human’s work, but its speed is superhuman, and product managers can take advantage of that.

AI Applications Across Product Development PhasesIn our discussion, Mike provides valuable insights into how AI can enhance each stage of product development, particularly emphasizing the importance of rapid testing and validation. His perspective on using AI to accelerate the MVP (Minimum Viable Product) process is particularly enlightening. Product managers can use AI to help make their tests simpler.

Early Stage Development with AIMike strongly advocates for the 24-hour testing principle – the idea that teams should strive to test core concepts within a single day. He explains that AI tools can help product teams:

Rapidly refine MVP concepts through multiple iterations
Generate and evaluate multiple solution approaches quickly
Test core assumptions before investing significant resources
Create basic prototypes for initial feedback

Customer Testing and ValidationOne of the most innovative approaches Mike shares is using AI for initial customer testing. However, he emphasizes that this should complement, not replace, traditional customer research.

| Testing Phase | AI Role | Human Role | | --- | --- | --- | | Initial Concept | Rapid persona-based testing | Define customer personas | | Early Validation | Multiple iteration cycles | Interpret results | | Market Testing | Automated feedback analysis | Customer interviews | | Launch Preparation | Message testing | Strategic decisions |

Mike suggests an experimental approach to using AI in early customer testing, though he emphasizes this is something he hasn’t fully implemented yet. He explains that product teams could potentially feed customer personas into AI models and run multiple tests to gauge reactions to different product options. For example, if you run the same prompt ten times and the AI selects option A eight times versus option B two times, this might indicate a preference pattern.

However, Mike strongly emphasizes that this approach should never replace actual customer research. He explains that while AI might help teams get their product into a better place before customer testing, it’s important to remember that AI models are trained on internet data, not real customer thoughts and behaviors. As he puts it, “People are weird complex beings,” and AI might not always catch the nuances of real customer behavior.

The key takeaway from Mike’s discussion is that while AI can be a useful tool for early-stage testing and iteration, it should be used to supplement, not replace, traditional customer research methods.

Product Launch and MarketingMike shares how AI can significantly enhance product launch activities:

Generating initial marketing messages for different customer segments
Testing various positioning approaches
Creating customized content for different channels
Analyzing market response patterns

What makes Mike’s approach particularly effective is his emphasis on using AI to accelerate the learning process while maintaining human oversight for strategic decisions. He explains that the goal isn’t to automate the entire development process but to remove bottlenecks and speed up iteration cycles.

Cautions in AI ImplementationMike provides a word of caution. He introduces the metaphor of “falling asleep at the wheel” – if we over-rely on a driverless car that is not 100% perfect, we could be in trouble. Similarly, we should not over-trust AI in product development. This analogy serves as a reminder of the importance of maintaining human oversight in AI-assisted processes.

Understanding the RisksMike shares real-world examples of AI implementation failures, citing incidents at Sports Illustrated and CNET where over-reliance on AI led to publishing errors. He explains that these situations often occur not because the AI tools failed completely, but because human oversight gradually decreased after seeing consistent success.

| Risk Area | Warning Signs | Preventive Measures | | --- | --- | --- | | Customer Understanding | Over-reliance on AI-generated personas | Regular real customer interactions | | Decision Making | Automatic acceptance of AI suggestions | Structured human review process | | Content Creation | Minimal editing of AI outputs | Thorough human verification | | Market Analysis | Exclusive use of AI interpretations | Cross-reference with human insights |

Balancing AI and Human InputMike emphasizes several key principles for maintaining effective AI integration:

AI should not be a replacement for interactions with real customers
Use AI as a complement to human expertise, not a replacement
Maintain regular customer contact through traditional research methods
Implement structured review processes for AI-generated content
Regularly validate AI insights against real-world data

The most valuable insight Mike shares is that AI tools should enhance rather than replace human judgment. He explains that while AI can process information and generate options at superhuman speeds, the final decisions about product direction should always incorporate human experience and intuition. This balanced approach ensures that teams can benefit from AI’s capabilities while avoiding the pitfalls of over-automation.

The Future of AI in Product Development: Team CollaborationIn our discussion, Mike shares an exciting vision of how AI will transform team collaboration in product development. Drawing from his experience running innovation sessions at PayPal, where teams of 5-25 people would gather in the innovation lab, he explains how AI could enhance these collaborative environments.

AI as a Team MemberMike describes several ways AI could augment team interactions:

Acting as a neutral, knowledgeable participant in brainstorming sessions
Capturing and synthesizing team discussions in real-time
Providing fresh perspectives when conversations hit a lull
Helping teams maintain energy and creativity during intensive sessions

Evolution of Workspace IntegrationLooking five years ahead, Mike envisions AI becoming seamlessly integrated into everyday work environments:

| Current State | Future Integration | | --- | --- | | Individual AI interactions | AI-enabled conference rooms | | Manual note-taking | Automated meeting synthesis | | Scheduled brainstorming | Continuous AI collaboration | | Text-based AI interaction | Multi-modal AI communication |

Emerging Collaboration PatternsMike shares how these changes are already beginning to appear. He points to WhatsApp’s integration of AI into group chats as an example of how AI collaboration is evolving. In these environments, AI can:

Contribute to group discussions when prompted
Help teams find information or resources quickly
Assist with scheduling and coordination
Provide real-time analysis of ideas and suggestions

The key insight Mike emphasizes is that this future isn’t about replacing human collaboration but enhancing it. He explains that AI can help teams overcome common barriers in collaborative work, such as mental fatigue during intensive brainstorming sessions or the challenge of capturing and organizing multiple threads of discussion.

ConclusionThroughout our discussion, Mike Todasco shares valuable insights about integrating AI tools into product development processes, drawing from his experience at PayPal’s Innovation Lab and his current work in artificial intelligence. His practical approach to using AI as a development partner while maintaining human oversight provides a blueprint for product managers looking to enhance their innovation processes.

The key to success lies in striking the right balance – using AI to accelerate ideation, streamline product development, and enhance team collaboration while maintaining the human judgment essential for product success. As Mike emphasizes, AI tools aren’t replacing product managers; they’re empowering them to work more efficiently and innovatively. For product teams ready to embrace this transformation, the combination of AI-powered product development tools and human creativity opens new horizons for product innovation and market success.

Useful links:* Connect with Mike on LinkedIn * Read Mike’s articles on Medium * Subscribe to Mike’s Newsletter, AI Conversations * Learn more about the James Silberrad Brown Center for Artificial Intelligence at San Diego State University SDSU

Innovation Quote“The best way to have a good idea is to have lots of ideas.” – Linus Pauling

Application Questions1. How could you restructure your current sprint process to incorporate AI tools while maintaining the most valuable human interactions? 2. How could your team use AI to get faster feedback on product concepts while ensuring you’re still capturing genuine customer insights? 3. What safeguards could you put in place to prevent over-reliance on AI while still taking full advantage of its capabilities? 4. How could you integrate AI into your team’s brainstorming sessions in a way that enhances rather than replaces human creativity? 5. How could you balance the speed of AI-powered development with the need for thoughtful product decisions and human oversight?

BioMike Todasco is a former Senior Director of Innovation at PayPal and a current Visiting Fellow at the James Silberrad Brown Center for Artificial Intelligence at SDSU. With over 100 patents to his name, Mike played a key role in fostering a culture of innovation across PayPal’s 20,000+ employees. A recognized expert in AI and innovation, he explores how AI can enhance creativity and revolutionize business processes and personal tasks. Passionate about democratizing advanced technology, Mike advocates for enabling innovation without requiring deep technical expertise. He frequently shares his insights on AI’s impact on innovation, decision-making, and cognition through articles on Medium and LinkedIn.

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How product managers can adapt core responsibilities across different organizations and contextsWatch on YouTubeTLDRThrough his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software product managers. He emphasizes that these activities vary based on context (large vs. small organizations, B2B vs. B2C, Agile vs. Waterfall). The discussion reveals how product management has evolved since 1931 and highlights the importance of clear role definition to prevent job frustration. The core focus of these activities is on thorough market research, continuous customer engagement, and strategic product development.

Key Topics:* Market research as the foundation of product success * Evolution from problem space to solution identification
Product positioning and vision development * Differences between product manager and product owner roles * Flexible vs. fixed roadmapping approaches * Continuous customer engagement throughout product lifecycle * Financial analysis and business case development * Impact of organizational size on PM responsibilities * Role of AI tools in modernizing product management * Importance of cross-functional collaboration

IntroductionIn this episode, I’m interviewing Nishant Parikh, Director of Product Management at MasterCard. We explored the 19 essential activities that define successful software product management today.

Drawing from his 20+ years of technology experience and extensive research, Nishant shared insights about how these activities vary across different organizational contexts – from startups to enterprises, B2B to B2C, and Agile to Waterfall environments. He emphasized the importance of role clarity and how the lack of it often leads to frustrated product managers leaving their positions.

In this article, I’ll share the key takeaways from our discussion, including why market research should be your foundation, how customer engagement has evolved to become a continuous process, and the ways AI is reshaping traditional product management activities.

Why study the 19 key activities of software product managers?Nishant’s motivation came from his personal experience navigating different product management roles over six years. Each position required vastly different responsibilities:

In his first PM role, he focused on high-level solution development and feature writing
His next position emphasized go-to-market activities
At a small MasterCard acquisition company, he had to handle everything from product development to writing stories and epics
Currently at MasterCard’s foundry team, his focus is on innovation and ideation

This variety of experiences left him confused about the core responsibilities of a product manager. This confusion motivated him to pursue research to better understand:

What a product manager’s key responsibilities should be
How the discipline has evolved since its inception in 1931
Why many PMs leave their jobs due to lack of role clarity
How to address the overlapping responsibilities between product managers, product leaders, and innovators

He noted that while large organizations might have 100 defined activities for product managers, it’s impossible for one person to handle them all. This led him to research and identify 19 core activities specific to product management, with clear separation from product marketing, sales, and go-to-market functions.

Consolidating insights from different bodies of knowledgeNishant identified three main bodies of knowledge in product management, each with distinct limitations:

PDMA (Product Development and Management Association)
ISPMA (International Software Product Management Association) – focused specifically on software industry
Product Marketing Body of Knowledge – combines product management and product marketing

The key problem he identified is that none of these bodies of knowledge clearly distinguish between different product management roles or account for various contextual factors that affect how product managers should work, such as:

Organization size (large vs. small companies)
Development methodology (Agile vs. Waterfall)
Product type (AI vs. non-AI products)
Market focus (B2B vs. B2C)

He emphasized that these contextual factors significantly impact a product manager’s role. For example:

In large companies, different departments handle specialized functions
In small companies, one product manager might handle all responsibilities
The same role can look very different between B2B and B2C products

Nishant’s research aimed to consolidate insights from these different bodies of knowledge and account for various contextual factors to provide a clearer, more comprehensive perspective for product managers and leaders. His goal was to help product managers understand how their role should adapt based on their specific organizational context and product type.

Market ResearchAs software product managers navigate the complex landscape of product development, market research emerges as a crucial first activity. Thorough market research in the problem space is fundamental to product success.

Understanding the Problem SpaceThe primary goal of market research is to validate whether a real problem exists and if customers truly care about solving it. This validation process requires intensive effort but sets the foundation for all subsequent product development activities. As Nishant emphasizes from his own research experience, investing time in understanding and defining the problem statement pays significant dividends later in the product lifecycle.

Organizational Differences in Market ResearchHow market research is conducted varies significantly between large and small organizations:

Large Companies:* Have dedicated research departments * Access to specialized agencies * Multiple partnership resources * Challenge: Information silos between departments * Need for effective cross-functional communication to share insights

Small Companies:* Limited budget for research * Often lack dedicated research resources * Product managers typically handle research directly * Despite resource constraints, market research remains crucial for innovation success

The Impact of AI on Market ResearchModern market research has been transformed by artificial intelligence tools:

Secondary research benefits significantly from tools like Perplexity.AI and ChatGPT
Primary research, especially customer interviews, still requires direct human involvement
AI tools complement but don’t replace the need for direct customer interaction

Best Practices for Product ManagersThe key takeaway for software product managers is clear: invest heavily in market research regardless of organizational size or resources. A solid understanding of the problem space leads to:

Better solution development
Higher likelihood of customer adoption
Increased chances of customers willing to pay for the solution
More efficient product development process
Solution IdentificationAfter establishing a clear understanding of the market through research, the next critical activity for software product managers is solution identification.

A Straightforward but Critical ProcessSolution identification represents the transition from problem space to solution space, involving two key components:

Developing solution concepts or prototypes
Validating these potential solutions with customers

What makes this activity unique is its relative simplicity and consistency – regardless of organization size, industry, or methodology, the core process remains largely the same.

The Validation ComponentThe heart of solution identification lies in customer validation. Product managers must:

Present potential solutions to customers
Gather feedback on solution concepts
Verify that proposed solutions effectively address the validated problem

Unlike other product management activities that vary significantly based on organizational context, solution identification maintains its fundamental approach whether you’re working at a startup or an enterprise company like MasterCard.

Building the Foundation for Product VisionThis activity serves as a bridge between problem validation and product vision development. By identifying and validating solutions before creating a product vision, product managers ensure they’re building on solid ground rather than assumptions.

The straightforward nature of solution identification shouldn’t diminish its importance – it’s a critical step that transforms validated problems into potential products. Its success relies heavily on the thoroughness of the preceding market research phase while setting the stage for subsequent product positioning and vision development.

Product PositioningA Common Pitfall in Vision DevelopmentNishant highlighted a lesson from his early career: the mistake of creating a product vision before completing market research.

The Correct SequenceThe proper approach to product positioning involves:

Understanding the market space
Validating the problem
Assessing implementation feasibility
Developing the product vision

Components of Product PositioningA well-positioned product should include:

Clear product vision
Initial feature set
Value proposition
Preliminary go-to-market strategy
Concise documentation

Documentation and Modern ToolsProduct positioning represents the first step in formal product documentation, serving as:

A foundation for detailed technical breakdowns
The basis for epics and stories in Agile tools like Jira
A reference point for future development decisions

Generative AI has become valuable in this phase by:

Enhancing PR (Product Requirements) documentation
Suggesting features based on competitive analysis
Providing narrative structure for product stories

Internal vs External FocusWhile primarily focused on internal alignment, product positioning can serve both internal and external purposes:

Internal: Getting leadership support and aligning teams
External: Early market validation and customer feedback, similar to Amazon’s “working backwards” approach

This positioning phase creates the foundation for all subsequent product development activities, making it important to get right through proper sequencing and thorough documentation.

Product RoadmappingOnce product positioning is established, product managers move into the more action-oriented activity of roadmapping. This planning phase requires careful consideration of multiple contextual factors that significantly impact how roadmaps should be developed and managed.

Agile vs. Waterfall ApproachesThe methodology used has a significant impact on roadmap development:

Agile Roadmapping* Uses flexible roadmaps with varying confidence levels: + 3 months: Concrete, high-confidence plans + 6 months: Medium confidence projections + 9 months: Low confidence forecasting * Allows for frequent adjustments based on market and customer demands * Prioritizes adaptability over predictability

Waterfall Roadmapping* Features more solid, predictable roadmaps * Offers clearer communication of delivery dates to customers * Less flexible to change

B2B vs. B2C ConsiderationsMarket focus significantly influences roadmap development and release strategies:

B2B Products* Less frequent releases * Focus on core feature delivery * May conflict with traditional Agile principles of frequent releases * Emphasis on completing essential functionality before release

B2C Products* More frequent releases * Greater focus on user experience improvements * Regular updates to address UI/UX issues * Continuous enhancement approach

As Nishant points out from his experience at MasterCard, B2B products often don’t require the same frequency of releases as B2C products. Once core features are delivered and customers are satisfied, there’s less need for constant updates focused on minor UI/UX improvements.

Key Considerations for Product ManagersWhen developing product roadmaps, product managers should:

Consider their specific business context (B2B vs. B2C)
Align roadmap structure with development methodology
Balance customer needs with development capabilities
Maintain appropriate levels of flexibility based on market type

Understanding these contextual factors helps product managers create more effective roadmaps that better serve both their organization and their customers.

Requirements EngineeringFollowing roadmap creation, requirements engineering emerges as a crucial activity where product strategy meets technical execution. This phase highlights the important distinction between product manager and product owner roles, particularly in Agile environments.

Historical Evolution of RolesNishant provided valuable historical context about how these roles evolved:

Pre-2001: Only product management existed
2001: Agile Manifesto introduced the Product Owner role
Initial Scrum methodology focused solely on Product Owners
Later frameworks like SAFe introduced clearer distinction between roles

Role DistinctionsProduct Owner* Specific to Agile methodologies * Focuses on development team interaction * Transforms leadership vision into engineering tasks * Handles detailed story breakdown and sprint planning

Product Manager* More outbound-focused role * Works with cross-functional teams * Handles market-facing responsibilities * Manages broader product strategy

Organizational ImpactHow these roles are implemented varies by organization size:

Large Companies: Often maintain separate roles for Product Manager and Product Owner
Small Companies: Usually combine roles into a single position
Startups: Often rely on founders for product management with dedicated Product Owners

Key ChallengesThe separation of roles can create:

Communication gaps between external and internal focus
Potential misalignment between strategy and execution
Need for careful coordination between roles

As requirements engineering continues to evolve, organizations must carefully consider how to structure these roles to maintain effective product development while avoiding communication gaps and ensuring clear accountability.

Product VerificationIn discussing product verification, Nishant highlighted how this crucial activity has transformed dramatically with the adoption of different development methodologies, particularly in the software industry.

Methodology DifferencesTraditional Waterfall Approach* Relied heavily on User Acceptance Testing (UAT) * Testing conducted after complete development * Single verification phase at project end * Higher risk of late-stage discoveries

Modern Agile Approach* Eliminates traditional UAT * Implements continuous validation through sprint demos * Customer feedback gathered during development * Story-level validation within each sprint

Industry-Specific ConsiderationsThe approach to product verification varies significantly by industry:

Software Industry* Moved away from traditional UAT * Embraces continuous validation * Allows for rapid iterations * Enables quick course corrections

Physical Products* Still largely follows sequential processes * Cannot easily deliver products in pieces * Exploring ways to implement Agile principles * Uses prototyping cycles for validation

Key Benefits of Modern VerificationThe evolution to continuous verification offers several advantages:

Earlier detection of issues
Reduced risk of major problems late in development
More frequent customer feedback
Greater flexibility to make adjustments

As Nishant notes, this transformation in product verification represents a fundamental shift in how products are validated, moving from a single checkpoint to an ongoing process integrated throughout the development lifecycle.

Customer InsightAccording to Nishant’s research, customer insight represents a fundamental shift in how product managers engage with their users throughout the product lifecycle. This shift moves from periodic customer engagement to continuous involvement at every stage of product development.

Evolution of Customer EngagementHistorically, customer engagement was limited to specific points in the process:

Early problem validation
Initial solution validation
Requirements gathering
Final product verification

Modern Approach: Continuous Customer EngagementToday’s best practices involve customers at every stage:

Market Space Phase* Problem validation * Market need confirmation * Initial concept feedback

Solution Space Phase* Solution validation * Feature prioritization * Concept testing

Development Phase* Value delivery verification * Ongoing feedback collection * Feature refinement

Production Phase* Complete product evaluation * User satisfaction surveys * Continuous enhancement feedback

Key Message for Product ManagersNishant emphasizes one critical point for all product managers: Stay close to customer as much as possible and as early as in the process. This continuous engagement ensures:

Better alignment with customer needs
Reduced risk of building unwanted features
Faster identification of problems
More successful product outcomes

In the software world particularly, this continuous customer insight loop enables ongoing product enhancement and ensures the product continues to meet evolving customer needs.

Financial AnalysisNishant described financial analysis as one of the more challenging product management activities, with significant variations between different organizational contexts. This activity encompasses business case development, pricing strategies, and ongoing financial validation.

Organizational DifferencesSmall Companies* Business cases often handled by founders or CEO * Limited PM involvement due to confidentiality * Focus typically on single product financials * Less formal financial analysis processes

Large Companies* Major responsibility for product managers * Second only to cross-functional collaboration in complexity * Requires coordination across multiple departments * Complex pricing and costing calculations

Components of Financial AnalysisA comprehensive financial analysis includes:

Product pricing strategy
Engineering cost calculations
Marketing expense projections
Sales cost estimations
Complete business case development

Evolution of Business CasesBusiness case development is a continuous process that evolves through several stages:

Early Stage* Total addressable market assessment * Initial revenue projections * Preliminary pricing strategy

Development Stage* Cost identification with development teams * Refined revenue projections * Updated business case calculations

Market Testing* Validation of initial projections * Adjustment of revenue expectations * Refinement of business case based on real data

Key ConsiderationsProduct managers should understand that:

Financial analysis is not a one-time activity
Business cases require continuous refinement
Market feedback may significantly impact initial projections
Success metrics need regular validation and adjustment

As Nishant notes, while initial projections are important, the true test comes when products hit the market, often requiring significant adjustments to the business case based on real-world performance.

ConclusionSoftware product management is far more nuanced and context-dependent than many realize. Nishant’s research-backed framework of 19 key activities provides clarity for product managers struggling to define their roles and responsibilities. Whether working in large enterprises or small startups, understanding how these activities adapt to different organizational contexts is necessary for success.

Today’s successful product managers must maintain ongoing dialogues with customers, constantly refine their business cases, and adapt their strategies based on real-world feedback. As the field continues to evolve, those who understand these core activities and how to adapt them to their specific context will be best positioned to create successful products that truly meet customer needs while delivering business value.

Useful links:* Check out Nishant’s articles on Google Scholar: + The Software Product Manager’s Framework + The Impact of Generative AI in Software Product Management + The Role of AI Product Managers

Innovation Quote“Innovation is a dynamic process that applies scientific thinking to transform customer problems into valuable business opportunities.”   – Nishant Parikh

Application Questions1. How could you adapt your market research approach based on your organizational context? Consider the differences between how large and small companies conduct research – if you’re in a large organization, how could you better leverage existing research resources and break down silos? If you’re in a smaller organization with limited resources, how could you conduct meaningful research on a budget? 2. How would you describe the current balance between your product manager and product owner responsibilities? Whether these are separate roles in your organization or combined in your position, what steps could you take to improve the handoff between strategic product management and tactical development work, especially with the assistance of AI tools? 3. Looking at your current customer engagement practices, how could you evolve from periodic touchpoints to more continuous customer involvement throughout your product lifecycle? What specific opportunities exist in your product development process to gather more frequent customer feedback? 4. How could your team improve its approach to business case development and financial analysis? Consider how you currently update financial projections throughout the product lifecycle – what triggers could you establish for reviewing and refining your business case based on new market information or customer feedback? 5. How could you better align your roadmapping approach with your specific business context (B2B vs. B2C)? If you’re currently using an Agile methodology but serving B2B customers, what adjustments could you make to better balance frequent releases with your customers’ needs for stability?

BioNishant A. Parikh is a dynamic professional with a diverse academic background and extensive experience in computer science and product management. Graduating with a Bachelor’s degree in Computer Science from Gujarat University in 2005 and an MBA from Webster University in 2020, Nishant combines technical expertise with business acumen. Currently serving as the Director in Product Management at Mastercard, he drives strategic direction and spearheads the development of innovative software solutions. Passionate about the field, Nishant has immersed himself in research at Capitol Technology University since 2022, exploring the challenges, trends, and solutions in product management. As an avid writer, he shares his insights, addressing the multifaceted issues faced by product managers. Nishant’s visionary leadership, industry knowledge, and commitment to innovation make him a driving force in shaping the future of software product management.

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Why product managers need to stop the stupidWatch on YouTubeTLDRInnovation expert Doug Hall reveals why most organizations struggle with innovation despite recognizing its importance. Through his experience running Eureka! Ranch and Dexter Bourbon Distillery, Hall discovered that successful innovation requires a bottom-up transformation focusing first on empowering frontline employees to fix inefficiencies (“stop the stupid”), then enabling middle managers to improve systems, and finally allowing leadership to pursue bigger strategic innovations. This three-level approach has shown to increase innovation value by 28% versus the typical 50% decline seen in traditional top-down approaches.

Key Topics:* The Innovation Paradox: While 80% of CEOs say innovation is critical, only 20% believe their organizations are good at it * Employee Innovation Barriers: 37% don’t see innovation as their job, 29% don’t know what to do about it * Middle Management Challenge: Managers waste 3.5 hours daily dealing with mistakes and system flaws * System vs. People Problems: 78% of issues come from flawed company systems, only 22% from employee mistakes * The “Stop the Stupid” Approach: Start with empowering employees to fix immediate inefficiencies before pursuing larger innovations * Three-Step Framework: 1) Teach innovation fundamentals, 2) Build confidence through early wins, 3) Develop systems thinking * Measurable Impact: Organizations can achieve 4 improvement actions per employee per month * Cultural Transformation: Focus on intrinsic motivation rather than external incentives

The Innovation Paradox in Organizations: Why Companies Struggle to InnovateDoug shared that when you look at any survey of CEOs, more than 80% will say that innovation is crucial for their organization’s future success. However, when asked about their organization’s current innovation capabilities, the numbers flip dramatically – only about 20% believe their organizations are effectively innovating.

Doug illustrated this disconnect with a story from his consulting work. His team had just presented breakthrough solutions to a problem that a CEO had previously deemed impossible. Rather than excitement, the CEO’s response was, “Huh, wow. I guess you did figure it out. Now what do I do? I guess I gotta do it.” The disappointment in the executive’s voice revealed a deeper truth about organizational resistance to innovation.

This resistance manifests in various ways:

Departments operating in silos resist changes that affect their established processes
Middle managers hesitate to support innovations that might impact their performance metrics
Frontline employees don’t see innovation as part of their role
Existing systems and procedures inadvertently suppress new ideas

Doug explained why simply having good ideas isn’t enough. Successful innovation requires addressing deeper organizational dynamics and systems that either enable or inhibit change. As we explored in our conversation, resolving this paradox requires a fundamental shift in how organizations approach innovation, starting not with grand strategies but with empowering employees to make small, meaningful improvements in their daily work.

Breaking through this paradox requires recognizing that innovation isn’t just about generating new ideas – it’s about transforming how organizations think about and implement change at every level. This understanding forms the foundation for a more effective approach to organizational innovation.

The Problem with Traditional Innovation Approaches: Why Good Ideas Often FailDoug shared a startling insight from three separate studies that crystallizes why traditional innovation approaches often fall short. When organizations take an innovative idea into development, its forecasted value typically declines by 50% before launch.

The Innovation Value Loss ProblemA truly disruptive idea will challenge multiple departments in an organization. A genuinely innovative product might require:

Changes to the supply chain
Different manufacturing equipment
New customer service processes
Alternative sales channels
Modified operational procedures

When these departmental challenges arise, organizations typically respond by compromising the original idea. As Doug put it, “It’s like you’re managing the death of ideas.” Each department makes small compromises to fit within existing systems until the final product barely resembles the original innovative concept.

The Hidden Organizational BarriersThrough our discussion, Doug revealed how organizational silos create powerful resistance to innovation:

Performance Metrics ConflictManufacturing departments hesitate to support innovations that might lower their productivity metrics.

Departmental IsolationIn many corporations, departments operate as separate units where promotion and income depend on making their individual department heads happy, not on supporting cross-functional innovation.

System ConstraintsStandard Operating Procedures (SOPs) and existing systems often can’t accommodate truly innovative ideas without significant modification.

The Traditional Approach TrapMost organizations try to overcome these barriers through:

Special innovation teams
Suggestion boxes
Innovation training programs

However, Doug found these approaches usually fail because they don’t address the underlying system issues. Traditional innovation approaches weren’t working because they ignored a fundamental truth: most employees face daily operational challenges that make innovation feel like an extra burden rather than an opportunity.

A New Framework: Starting with Employee EngagementUnderstanding the Real Barriers to InnovationThe data Doug shared revealed two primary barriers preventing employee participation in innovation:

37% of employees don’t see innovation as part of their job
29% don’t know what to do even if they wanted to innovate

These statistics point to a clear problem: organizations aren’t making innovation accessible and actionable for their employees.

The “Stop the Stupid” RevolutionThis insight led to a radical shift in approach. Instead of pushing employees to create breakthrough innovations, Doug’s team started by addressing the daily frustrations and inefficiencies that drain employee energy and enthusiasm.

For example, at his distillery, while Doug was excited about developing new custom bourbon experiences, his employees were more concerned about immediate challenges like:

Back pain from lifting heavy crates
Inefficient paperwork processes
Workflow bottlenecks
Equipment issues

Building Momentum Through Small WinsThe power of this approach became clear as employees started solving these immediate problems. By focusing on improvements within their sphere of influence, employees:

Gained confidence in their problem-solving abilities
Developed practical innovation skills
Experienced intrinsic satisfaction from making meaningful improvements
Built collaborative relationships across departments

From Frustration to InnovationThis employee-first approach transforms how organizations think about innovation. Rather than treating innovation as a special initiative, it becomes part of everyone’s daily work. The results speak for themselves – organizations implementing this approach see an average of four improvement actions per employee per month.

More importantly, this foundation of employee engagement creates an environment where larger innovations can thrive. When employees feel empowered to solve problems and improve systems, they become natural allies in implementing bigger strategic changes.

The Three-Level Organizational Transformation: Creating a Culture of InnovationThrough his work at Eureka! Ranch and his own experiences running a bourbon distillery, Doug has developed a practical framework for transforming how each level contributes to innovation.

Level 1: Frontline EmployeesThe transformation begins at the front lines, where employees are closest to daily operations. Instead of imposing top-down innovation mandates, organizations need to:

Provide basic innovation and problem-solving tools
Set clear boundaries for decision-making authority
Support immediate improvements within teams
Celebrate small wins that eliminate inefficiencies

Level 2: Middle ManagersOne of the most striking statistics Doug shared was that middle managers waste an average of 3.5 hours daily dealing with problems. Breaking this down:

78% of issues stem from flawed company systems
22% come from employee mistakes
Most time is spent on reactive problem-solving

The solution involves transforming middle managers from reactive problem-solvers into system improvers. This means:

Teaching managers to identify system-level issues
Empowering them to implement systemic solutions
Shifting focus from blame to improvement
Creating clear protocols for change implementation

Level 3: LeadershipAt the leadership level, the transformation focuses on enabling rather than directing innovation. Leaders need to:

Set appropriate vision and strategy
Avoid compromising innovation goals to fit current capabilities
Support system-wide improvements
Remove organizational barriers to change

The Power of AlignmentWhen these three levels work together, organizations can achieve remarkable results. For example, one B2B company Doug worked with saw their marketing department transform from one of the lowest-rated departments to generating 100 times more leads within three months of implementing this approach.

The key is understanding that each level plays a distinct but interconnected role in innovation:

Frontline employees drive immediate improvements
Middle managers enable system-level changes
Leaders create the environment for transformation

This three-level alignment creates a foundation for sustainable innovation, where improvements build upon each other rather than getting stuck in organizational resistance.

Implementation Framework: Making Innovation Work at Every LevelAfter decades of helping companies innovate and running his own bourbon distillery, Doug has distilled his process down to fundamental steps that any organization can follow.

Step 1: Teach Innovation FundamentalsThe first step focuses on giving everyone the basic tools they need to innovate. Doug has simplified complex innovation principles into accessible tools. This includes:

Basic problem-solving techniques
Simple formats for communicating ideas
Clear methods for identifying system issues
Frameworks for evaluating potential improvements

Step 2: Build Confidence Through Early WinsThe second step involves what Doug calls the “stop the stupid” phase. Organizations should:

Focus first on obvious inefficiencies
Address longstanding employee frustrations
Create visible improvements quickly
Celebrate small victories

For example, at Doug’s distillery, they transformed a painful box-lifting process by simply redesigning how boxes were assembled around products rather than lifting products into pre-made boxes.

Step 3: Develop Systems ThinkingThe final step moves from individual improvements to systematic change. This involves:

Making Systems Visible* Identify key organizational systems * Map process flows and dependencies * Understand cross-departmental impacts

Focusing on Key Metrics* Choose single, clear metrics for each system * Avoid conflicting performance measures * Track improvement impacts systematically

Understanding Error Types* Distinguish between system errors (94%) and worker errors (6%) * Focus on fixing processes rather than blaming individuals * Address root causes rather than symptoms

Creating Sustainable ChangeWhat makes this framework powerful is its focus on building internal capability rather than relying on external consultants or temporary initiatives. Organizations implementing this approach can expect:

Four improvement actions per employee per month
28% increase in innovation value (versus traditional 50% decline)
Higher employee engagement and satisfaction
Sustained innovation capability

Results and Impact: Measuring Innovation SuccessDoug described the tangible results organizations achieve when they transform their approach to innovation. The metrics he shared demonstrate why this bottom-up, system-focused approach delivers dramatically different outcomes from traditional innovation methods.

Measurable TransformationThe contrast in results is striking:

| Metric | Traditional Approach | New Framework | | --- | --- | --- | | Innovation Value | 50% decline during development | 28% increase in value | | Employee Engagement | Limited participation | 4 improvements per person monthly | | Implementation Success | Ideas compromised to fit systems | Systems improved to support ideas |

Real-World Success StoriesThe impact extends across various types of organizations:

A B2B company’s marketing department increased lead generation 100x in three months
Manufacturing teams eliminated chronic efficiency problems
Service organizations dramatically improved customer satisfaction
Doug’s own distillery became one of the fastest-growing and most innovative in the industry

Cultural TransformationBeyond the numbers, organizations experience fundamental shifts in how they operate:

Employees become naturally proactive in solving problems
Managers spend less time fighting fires
Departments collaborate more effectively
Innovation becomes part of daily work rather than a special initiative

Long-Term BenefitsOrganizations implementing this approach see sustained improvements in:

Employee retention and satisfaction
Operational efficiency
Innovation implementation success
Cross-functional collaboration
Strategic capability

Getting StartedThis transformation doesn’t require massive resources or restructuring. Instead, it starts with simple steps:

Empower employees to solve problems within their sphere
Give managers tools to improve systems
Create clear boundaries for decision-making
Focus first on eliminating obvious inefficiencies

The key is starting with small, achievable improvements that build confidence and capability for bigger innovations. As organizations prove they can successfully implement positive changes, they create momentum for larger transformations.

ConclusionTransforming organizational innovation isn’t about generating more ideas or launching special initiatives. It’s about creating an environment where positive change can happen naturally at every level. By starting with employee-driven improvements, building middle management capabilities, and enabling leadership to pursue bigger strategic innovations, organizations can break free from the traditional innovation paradox where great ideas lose value during implementation.

The path forward is clear: empower employees to “stop the stupid” in their daily work, give managers tools to improve systems rather than just fight fires, and allow leaders to set ambitious goals without compromising them to fit current capabilities. When organizations align these three levels and follow a systematic implementation framework, they can achieve the holy grail of innovation – sustained, positive change that builds value rather than eroding it. The result isn’t just better products and services, but a more engaged workforce and a more adaptable organization ready to tackle future challenges.

Useful links: Check out Doug’s book, Proactive Problem Solving* on Amazon or at an independent bookseller near you * Learn more about Eureka! Ranch * Learn more about Dexter Bourbon * Learn more about PDMA

Innovation Quote“Stop the Stupid.”  – Doug Hall

Application Questions1. How could you adapt the “stop the stupid” approach to your product development process? Consider what daily inefficiencies or frustrations your team encounters that, if eliminated, would free up energy and enthusiasm for innovation. 2. How could your team reframe its innovation strategy to focus on building confidence through small wins before tackling larger transformational projects? What would be the equivalent of “fixing the broken box” in your product organization? 3. When you think about your last few product innovations that lost value or momentum during development, how much of that decline was due to system constraints versus individual mistakes? How could you start addressing those systemic barriers? 4. How could you empower your product team members to identify and solve problems within their sphere of influence? What boundaries and decision-making frameworks would you need to put in place to make this successful? 5. How could you apply the concept of “common cause vs. special cause” errors to your product development process? Consider where your team might be blaming individuals for what are actually system-level problems.

BioDoug Hall is on a relentless, never-ever ending quest to enable everyone to think smarter, faster and more creatively.  His learning laboratories over the past 50+ years have included 10 years at Procter & Gamble where he rose to the rank of Master Inventor shipping a record 9 innovations in a 9 months and 40+ years as an entrepreneur including as founder of the Eureka! Ranch in Cincinnati Ohio – where he and his team have invented and quantified over 20,000 innovations for organizations such as Nike, Walt Disney, USA Department of Commerce, American Express and hundreds more.  Doug’s newest book,  out in December, PROACTIVE Problem Solving, was inspired by his experiences founding and leading a fast-growing manufacturing company, the Brain Brew Bourbon Distillery. Despite the COVID pandemic, Brain Brew grew from shipping a few thousand cases to shipping over 100,000 cases a year by enabling employee engagement. 

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A custom ChatGPT model that helps accelerate product innovationWatch on YouTubeTLDRIn this episode, I interview Mike Hyzy, Senior Principal Consultant at Daugherty Business Solutions. He explains how to conduct an AI-powered design sprint that transforms product concepts into clickable prototypes in just hours instead of weeks. Using a custom ChatGPT model combined with collaborative team workshops, product teams can rapidly move from initial customer insights to validated prototypes while incorporating strategic foresight and market analysis.

Key Topics:* Strategic foresight approach to product development, focusing on customer needs 2-5 years ahead * Triple diamond decision framework for analyzing problems, customers, and markets * Integration of team collaboration, AI assistance, and external validation * Rapid wireframe and UI design generation using ChatGPT and DALL-E * Creation of interactive prototypes using CodePen for immediate testing * Custom AI model prompts and best practices for design sprint facilitation * Early go-to-market strategy integration in the product development process * Practical implementation of AI tools to accelerate product innovation

IntroductionImagine taking a product concept from initial customer insight to clickable prototype in just a few hours. That’s exactly what I witnessed at PDMA’s recent Inspire Innovation Conference, where Mike Hyzy demonstrated a groundbreaking approach to AI Design Sprints that’s revolutionizing product development acceleration.

By combining strategic foresight, a custom ChatGPT model, and collaborative workshop techniques, Mike led how six teams to achieve what typically takes weeks of work in just under three hours. As a product management professor and practitioner, I’ve seen many methodologies for speeding up innovation, but this approach was different – transforming ChatGPT into a virtual team member that accelerates every phase of the development process, from initial concept through digital product prototyping, while ensuring teams focus on solving tomorrow’s customer needs rather than just today’s problems.

In this episode, Mike will take us through the steps he led product teams through during his AI Design Sprint workshop.

The Critical Role of Strategic Foresight in Product InnovationAt the beginning of the workshop, Mike explained the importance of strategic foresight. He emphasized a fundamental shift in how we should approach product development. Instead of focusing solely on today’s customer problems, product teams need to look 2-5 years into the future. This strategic foresight approach to product development isn’t just about making predictions – it’s about understanding how customer needs and market conditions will evolve over time.

Mike shared a sobering statistic that highlights why this forward-thinking approach matters: 42% of companies cite “no market need” as their main reason for failure. This happens when teams solve today’s problems without considering how those needs might change by the time their product actually launches. As I’ve seen in my own product management experience, the traditional product development cycle can take months or even years. By the time we launch, the market may have moved on from the problem we originally set out to solve.

The Triple Diamond Framework ComponentsTo address this challenge, Mike introduced the Triple Diamond Decision Framework, a structured approach that helps teams look ahead while making concrete decisions. Here’s how the framework breaks down:

Jobs to be Done Diamond
- Explore future customer problems and needs
- Identify emerging pain points
- Converge on the most critical future needs
Customer Analysis Diamond
- Map potential future customer segments
- Analyze evolving customer behaviors
- Focus on the most promising future customers
Market Analysis Diamond
- Investigate market trends and opportunities
- Evaluate potential market sizes
- Select the most viable future markets

What makes this framework particularly powerful in an AI design sprint is how quickly teams can move through each diamond. Mike explains that traditional market analysis might take weeks of research, but with AI assistance, teams can gather initial market insights, including total addressable market (TAM) and serviceable market data, in minutes rather than weeks.

The key to success with this approach lies in the balance between divergent and convergent thinking at each stage. Teams start by thinking broadly about all possible needs, customers, or markets, then use data and insights to narrow down to the most promising opportunities. Mike emphasizes that this isn’t about rushing through the process – it’s about using AI tools to accelerate the research and analysis phases so teams can spend more time on creative problem-solving and validation.

This strategic foresight foundation sets the stage for the entire AI design sprint process. By starting with a future-focused mindset and using AI to accelerate market research, teams can avoid the common trap of building products for yesterday’s problems while ensuring they’re creating solutions that will still be relevant when they reach the market.

Three Key Elements That Power AI-Powered Design SprintsIn this episode, Mike outlines how the success of an AI design sprint relies on the synergy between three core elements. Rather than simply replacing traditional methods with AI tools, this approach creates a powerful combination of human creativity, artificial intelligence, and real-world validation.

Team CollaborationThe foundation of every successful AI design sprint starts with effective team collaboration. As I observe during the workshop, the magic happens when small groups work together to explore ideas and challenge assumptions. Mike explains that having multiple perspectives around the table leads to insights that neither AI nor individual team members would discover alone.

For example, during our workshop session, when one team member mentioned the need for pricing tiers in their product concept, it triggered a deeper discussion about what would motivate users to upgrade from a free version to a paid tier. This kind of nuanced thinking emerges naturally from team interactions.

AI Tool IntegrationThe integration of AI tools, particularly through Mike’s custom ChatGPT model, serves as a catalyst for rapid product development. Here’s how AI enhances the process:
Accelerates market research and data gathering
Identifies potential blind spots in thinking
Suggests alternative approaches and solutions
Generates rapid prototypes and iterations
Provides structured frameworks for decision-making

What makes this element particularly powerful is how the AI tool becomes like another team member, offering insights and suggestions while the human team maintains control over creative decisions and strategic direction.

External ValidationThe third critical element involves getting feedback from outside the immediate team. During the workshop, Mike structures this through team-to-team interactions, where each group presents their concepts to another team for feedback. In a real-world setting, this would involve:

| Validation Level | Purpose | Timing | | --- | --- | --- | | Initial Feedback | Quick reality check on concepts | Early in the sprint | | Feature Validation | Confirm priority features | Mid-sprint | | Prototype Testing | User experience validation | Late sprint |

What makes this three-element approach particularly effective is how each component complements the others. The team’s creative energy feeds into the AI tool’s capabilities, while external validation helps refine and improve the outputs from both human and AI contributions.

Mike emphasizes that the real power comes from the rapid iteration possible when these three elements work together. Teams can quickly move from initial concept to validated prototype, with each element providing different types of input and validation along the way. This combination helps ensure that the final product concept isn’t just technically feasible but also genuinely meets market needs.

Breaking Down the AI Design Sprint ProcessIn this episode, Mike walks us through the step-by-step process of conducting an AI-powered design sprint. In his workshop, teams used Mike’s custom ChatGPT model, AI Design Sprint. What’s particularly impressive is how this approach compresses what traditionally takes weeks into just a few hours, while still maintaining the rigor needed for effective product development.

Discovery PhaseThe discovery phase sets the foundation for the entire sprint. Mike structures this phase into distinct segments, each building on the previous one:

Initial Idea GenerationThe first prompt for ChatGPT tells it that you’re going to use the triple diamond decision framing to explore needs, customers, and markets. You’ll work through it one stage at a time, starting with the discovery stage. It directs ChatGPT to read your input and ask corresponding questions. You’ll finish one section before moving on to the next one.

The AI tool supports this process by:

Providing prompting questions to spark discussion
Suggesting potential angles teams might have missed
Organizing ideas into structured formats
Documenting key insights for later reference

During the workshop, my team worked on the question, How do I use the space I have in my yard to create a garden? During the Discovery phase, once we told ChatGPT our initial ideas, its asked us the questions:

Who would benefit from this product?
What are their needs?

We typed our answers into ChatGPT, which used them to build a customer persona.

Needs AnalysisOnce initial ideas are captured, teams dive deeper into understanding customer needs. The AI assistant helps accelerate this process by:

| Analysis Type | AI Support | Team Input | | --- | --- | --- | | Customer Pain Points | Market research synthesis | Real-world experience validation | | Unmet Needs | Pattern recognition | Context and nuance addition | | Future Needs | Trend analysis | Industry expertise application |

Definition PhaseMoving into definition, teams begin to shape their solution. Mike shows how the AI tool helps teams:

Synthesize Key Insights* Compile user insights from discovery * Identify core opportunities * Define essential functionality

Prioritize Features* Create MVP feature sets * Identify secondary features * Tag nice-to-have additions

Development PhaseThe development phase is where the AI-powered approach really shines. Mike demonstrates how teams can rapidly move through:

WireframingUsing the AI tool’s connection to DALL-E, teams can generate wireframes for each feature. What’s remarkable is how quickly teams can iterate on these designs. Mike shows us how to:
Generate individual screens for each feature
Refine layouts based on team feedback
Maintain consistency across the interface
UI DesignThe sprint moves from wireframes to more detailed UI designs. Teams can specify:
Color schemes (like “Earth tones similar to Whole Foods”)
Design patterns (such as Google’s Material Design)
Typography and spacing preferences
Interactive PrototypeThe final step involves creating a clickable prototype using:
HTML generated by the AI tool
CSS for styling
JavaScript for interactivity

Mike shows how teams can use CodePen as a free platform to bring these elements together into a working prototype. This allows for immediate testing and validation of the user experience.

What makes this process particularly valuable is its flexibility. While Mike guides us through all these steps, he emphasizes that teams can adjust the focus based on their specific needs. Some teams might spend more time in discovery, while others might need to iterate more on the prototype phase.

Best Practices for Implementing AI Design SprintsDrawing from his experience leading multiple AI-powered design sprints, Mike shares key tips and strategies to help teams maximize the value of this approach. These implementation guidelines ensure teams can effectively combine human creativity with AI capabilities while maintaining focus on creating valuable products.

AI Interaction Best PracticesMike emphasizes the importance of structuring your interaction with AI tools effectively. Here’s how to get the best results:

| Practice | Purpose | Example | | --- | --- | --- | | One Stage at a Time | Maintain focus and clarity | Complete market analysis before moving to features | | Clear, Specific Prompts | Get targeted responses | “Create separate wireframes for each feature” | | Regular Progress Saving | Preserve work across sessions | Save summaries after each major phase |

Prototype Development GuidelinesWhen it comes to creating prototypes, Mike shares several key strategies:

Wireframe Creation* Request separate screens for each feature * Be specific about design preferences * Iterate based on team feedback

Code Structure* Keep HTML, CSS, and JavaScript organized * Use CodePen for quick testing * Maintain consistent naming conventions

Feedback Integration* Capture team input immediately * Make rapid adjustments * Test changes in real-time

Go-to-Market IntegrationOne of Mike’s most valuable insights is the importance of thinking about go-to-market strategy early in the process. He recommends:

Developing marketing messages during the sprint
Creating 30-second elevator pitches
Testing value propositions with other teams
Planning launch strategies alongside development

Time Management TipsTo keep the sprint moving efficiently, Mike suggests:

Use 10-minute focused sessions for each activity
Set clear objectives for each sprint segment
Build in quick breaks between major phases
Allow flexibility for deeper exploration when needed Common Pitfalls to AvoidThrough his experience, Mike has identified several challenges teams should watch out for:
Getting stuck in endless iterations without moving forward
Relying too heavily on AI without human insight
Skipping validation steps to save time
Forgetting to save progress between sessions

What I find particularly valuable about Mike’s approach is how he balances efficiency with effectiveness. While the AI-powered sprint can move quickly, he ensures teams don’t sacrifice quality for speed. He emphasizes that the goal isn’t just to create a prototype faster – it’s to create a better product by allowing teams to explore more options and gather more feedback in less time.

Making AI Design Sprints Work: Key Success FactorsIn this episode, Mike shares the critical elements that determine the success of an AI-powered design sprint. As I observe during the workshop, these factors make the difference between simply using AI tools and truly transforming the product development process.

Team DynamicsThe human element remains crucial even in AI-powered sprints. Mike identifies several key team factors:

| Factor | Impact | Implementation | | --- | --- | --- | | Balanced Input | Ensures diverse perspectives | Mix of technical and business roles | | Cross-functional Expertise | Enriches solution development | Include design, tech, and product skills | | Collaborative Spirit | Drives rapid iteration | Encourage building on others’ ideas |

Strategic Foresight IntegrationMike emphasizes that successful teams consistently maintain a future focus throughout the sprint:

Market Evolution* Consider technological trends * Anticipate changing customer needs * Factor in competitive landscape shifts

Solution Longevity* Design for future scalability * Plan for evolving user expectations * Build in adaptation capabilities

Validation ApproachEffective validation proves crucial for sprint success. Mike recommends:

Test concepts with other teams during the sprint
Use AI insights to challenge assumptions
Maintain a balance between human feedback and AI analysis
Document validation findings for future reference Tool MasteryUnderstanding how to effectively use AI tools makes a significant difference. Mike shares these best practices:
Start with simple prompts and build complexity
Save successful prompts for future use
Learn from how the AI responds to different input styles
Maintain a library of effective prompt patterns

Outcome FocusSuccessful teams keep their eyes on meaningful outcomes:

| Outcome Type | Success Indicator | | --- | --- | | Product Concept | Clear value proposition validated by feedback | | Market Fit | Identified target market with validated need | | Technical Feasibility | Realistic implementation path defined | | Business Viability | Compelling business case established |

What makes these success factors particularly powerful is their interconnected nature. Mike demonstrates how each element supports the others, creating a robust framework for innovation. The combination of human creativity, AI capabilities, and structured validation helps teams not just move faster, but also make better decisions throughout the product development process.

Real Results: Workshop Outcomes and Next StepsIn this episode, Mike shares the impressive results from the PDMA workshop, demonstrating how AI-powered design sprints can transform product development. The outcomes show both the immediate value and long-term potential of this approach.

Workshop AchievementsThe teams in the workshop accomplished several key deliverables in under three hours:

| Deliverable | Traditional Timeline | Sprint Timeline | | --- | --- | --- | | Market Analysis | 2-3 weeks | 15-20 minutes | | Feature Definition | 1-2 weeks | 30 minutes | | UI Design | 1-2 weeks | 45 minutes | | Interactive Prototype | 1-3 weeks | 60 minutes |

Practical ApplicationsMike explains how teams can apply this methodology in different contexts:

Startup Environment* Rapid concept validation * Quick pivot capability * Efficient resource use

Enterprise Setting* Innovation acceleration * Cross-team collaboration * Risk reduction through rapid testing

Product Enhancement* Feature validation * User experience improvement * Competitive response

Next Steps for ImplementationFor teams looking to implement AI-powered design sprints, Mike recommends:

Start with a small, focused project to build team confidence
Use the provided custom ChatGPT model as a starting point
Document and adapt the process for your organization’s needs
Build a library of successful prompts and approaches Long-term BenefitsBeyond the immediate sprint outcomes, Mike highlights several lasting advantages:
Improved team collaboration patterns
Enhanced decision-making processes
Better integration of strategic foresight
More efficient resource utilization
Faster time to market for new products

Future PossibilitiesLooking ahead, Mike sees several exciting possibilities:

Integration with more sophisticated AI tools
Enhanced prototype generation capabilities
Improved market analysis accuracy
More automated validation processes What makes these outcomes particularly compelling is their practical nature. As I observe during the workshop, teams aren’t just creating theoretical concepts – they’re developing viable product solutions that could move directly into development. The combination of speed and quality demonstrates why AI-powered design sprints represent a significant evolution in product development methodology.

Mike emphasizes that while the technology is impressive, the real value comes from how it enables teams to spend more time on creative problem-solving and less time on routine tasks. This shift in focus helps ensure that the increased speed of development doesn’t come at the expense of innovation or product quality.

ConclusionAs this episode demonstrates, AI-powered design sprints represent a significant leap forward in product development methodology. Mike’s approach successfully combines the creative power of human teams with the efficiency of AI tools, enabling product managers to compress weeks of work into focused sessions while maintaining high-quality outcomes. The custom ChatGPT model he’s created, coupled with structured team activities and validation steps, provides a practical framework that any product team can implement.

What makes this methodology particularly valuable is its focus on future needs and market evolution. Rather than simply accelerating existing processes, these AI-powered design sprints help teams create better products by enabling rapid iteration, comprehensive market analysis, and meaningful validation. As Mike shows us, the future of product development isn’t just about working faster – it’s about working smarter by leveraging AI to enhance human creativity and strategic thinking.

Useful links:* Check out Mike’s Custom AI Model for the AI Design Sprint * Connect with Mike on LinkedIn * Check out Mike’s website * Check out Mike’s Substack * Check out Mike’s book, Gamification for Product Excellence * Learn more about PDMA

Innovation Quote“Product innovation is about having the foresight, which is not about creating solutions for problems that we know exist today, but about anticipating challenges and opportunities that might emerge in the future.” – Mike Hyzy

Application Questions1. How could your team integrate strategic foresight into your current product development process? Consider which aspects of your market and customer needs are most likely to evolve in the next 2-5 years. 2. How could you use AI tools to accelerate the parts of your product development process that currently take the most time? Think about areas like market research, competitive analysis, or prototype creation. 3. Looking at your most recent product development initiative, how could the triple diamond framework have helped you better validate the market need before investing in development? 4. How could your team structure a compressed design sprint using these AI-powered techniques while still ensuring you get meaningful validation from actual customers or stakeholders?

BioMike Hyzy is a senior principal consultant at Daugherty Business Solutions. He advises executive teams on AI, innovation and strategic product management, combining data-driven insights with cutting-edge technology to drive transformational change. Previously he has been a product management consultant and has held senior product management roles.

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How product managers can move from ideas to actionWatch on YouTubeTLDRIn this episode, I speak with Atif Rafiq about how senior product leaders approach strategy development and execution. Atif brings valuable insights from a recent PDMA executive workshop where leaders discussed their real-world challenges with strategic decision making and innovation strategy.

Key topics from our discussion:* Main challenges product leaders face when developing strategy * A practical framework for exploring product opportunities * How AI tools can help with strategic decision making * The importance of early-stage product work * Ways to improve alignment across organizations * Real-world example using a subscription service concept

IntroductionIn this episode, I’m interviewing Atif Rafiq, who recently led an executive workshop at the PDMA conference, where senior leaders discussed challenges they face, including navigating ambiguity and making decisions with more clarity. In this episode, he shares some insights from that workshop and his experience in product leadership. Atif has spent 25 years working in both Silicon Valley and Fortune 500 companies, including leadership roles at Amazon, McDonald’s (as their first Chief Digital Officer), Volvo, and MGM Resorts. He has developed a systematic approach to problem-solving that forms the basis of his book, Decision Sprint: The New Way to Innovate into the Unknown.

Key Challenges in Strategic Product LeadershipDuring our discussion, Atif identifies three main challenges that senior leaders face when developing and implementing product strategy:

Alignment ChallengesOrganizations often struggle to get everyone moving in the same direction:

| Challenge Area | Impact | Common Problem | | --- | --- | --- | | Problem Understanding | Teams interpret issues differently | Resources going to wrong priorities | | Stakeholder Views | Departments focus on different goals | Competing objectives and metrics | | Customer Focus | Too much focus on one perspective | Missing business or operational needs |

Input and Collaboration IssuesAtif explains that product leaders often struggle to gather useful input and work effectively across teams. Common problems include:
Meetings that don’t collect all needed information
Difficulty managing different department viewpoints
Challenges combining input from multiple sources
Time pressures that cut short important discussions
Experimentation ChallengesWhile many organizations value testing ideas, Atif notes several common issues:
Starting experiments before understanding the problem
Running tests without clear goals
Weak links between test results and business strategy
Racing through testing without proper planning

Purposeful Exploration: A Better ApproachIn our discussion, Atif introduces “purposeful exploration” – a structured way to investigate and test product opportunities. This method helps organizations find balance between rushing into solutions and getting stuck in endless discussions.

Key Elements of Purposeful Exploration

| Element | Purpose | Activities | | --- | --- | --- | | Problem Definition | Get clear about the challenge | Talk to stakeholders, analyze data, study market | | Question List | Identify what we need to learn | Team workshops, AI-assisted research | | Testing Strategy | Check our assumptions | Small pilots, focused tests, data gathering | | Making Sense of Results | Draw useful conclusions | Analysis, recommendations, team alignment |

Real-World Example: Coffee Subscription ServiceDuring the workshop, Atif walked the senior leaders through an exercise to get buy-in for a coffee subscription service at McDonald’s. Three different groups crafted a problem statement related to this idea and then identified key questions they needed to answer. This example demonstrates how to balance different business needs when exploring a new product idea.

Strategic Questions to ConsiderThe teams identified key questions, including:

| Business Area | Key Questions | What to Explore | | --- | --- | --- | | Revenue Impact | Will subscribers visit more often and buy food? | Visit patterns, additional purchases | | Operations | Can stores handle increased coffee orders? | Service speed, staff needs | | Customer Value | How does this work with loyalty programs? | Digital integration, easy redemption | | Business Model | What makes this profitable? | Pricing levels, program guidelines |

Next, each group shared their questions with the others, and they used AI to compare the breadth and depth of the questions.

Key Insights from the Example* Success depends on getting customers to visit more and buy additional items * Testing needs to happen in stages to manage operational complexity * Digital platform integration affects customer adoption * Program rules must work for both customers and the business * Workshop participants found they could work much faster when combining team expertise with AI capabilities

Upstream Product WorkAtif emphasizes the importance of early work—the foundation-setting activities before product development starts. He notes that this phase often determines success or failure.

Essential Early Activities

| Activity | Purpose | Result | | --- | --- | --- | | Problem Definition | Get clear about the challenge | Shared understanding | | Question List | Identify unknowns | Focus areas | | Team Alignment | Build agreement | Clear direction | | Resource Planning | Ensure enough support | Available resources |

Ritual: An AI Tool to Support Strategic Decision-MakingDuring our discussion, Atif introduces Ritual, a tool he and his team developed to support strategic decision-making processes. Ritual combines workflow management with AI capabilities to help teams move from initial ideas to solid recommendations. The tool reflects Atif’s experience leading organizations through strategic decisions, incorporating features that support building and running explorations, gathering team input, and producing strategy documents.

Workshop participants using Ritual noticed significant improvements in their exploration process, with AI assistance helping teams work up to ten times faster while maintaining quality. The tool helps teams develop strategy memos and recommendation documents that include context, problem statements, goals and constraints, key issues, analysis insights, and final recommendations. While Atif emphasizes that good strategic thinking remains fundamental, tools like Ritual can help teams work more efficiently and maintain consistency in their strategic exploration process.

Putting It Into PracticeAtif recommends these steps for using these ideas:

Define Problems Well* Write down the challenge clearly
Get team agreement on the problem
Choose how to measure success
Plan Your Exploration* List key questions
Design useful tests
Set clear deadlines
Use Tools Wisely* Add AI where it helps
Keep human oversight
Record what you learn
Build Team Skills* Train people in new methods
Create clear processes
Set up ways to learn and improve

ConclusionThroughout our conversation, Atif emphasizes that product strategy works best when teams balance thorough analysis with timely action. The methods and frameworks we discussed can help product leaders work through strategic challenges more effectively.

Remember that improving how you make strategic decisions takes time and practice. Start with small changes, see what works, and adjust your approach based on results.

Useful links: Check out Atif’s book, Decision Sprint* * Check out Ritual, an AI tool for Purposeful Exploration * Connect with Atif on LinkedIn and sign up for his Rewire newsletter * Learn more about the Product Development and Management Association (PDMA)

Innovation Quote“There are one-way doors and two-way doors.” – Jeff Bezos

Application Questions1. How could your team spend more time understanding problems before jumping to solutions? What process changes would this require? 2. What steps could your team take to balance customer needs with business requirements when exploring new opportunities? 3. How might your team use AI tools to speed up the early stages of product development while maintaining quality? 4. What changes would help your organization align different departments when exploring new opportunities?

BioAtif Rafiq invented a system for problem-solving based on his 25-year career spanning Silicon Valley and the Fortune 500. His ideas proved so impactful as a competitive advantage that they sped his rise at Amazon and later to C-suite positions he held at companies, including McDonald’s as their first Chief Digital Officer, and at Volvo and MGM Resorts.

He wrote DECISION SPRINT: The New Way to Innovate into the Unknown and Move from Strategy to Action based on what he learned leading organizations from a product perspective.

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A framework for product launch successWatch on YouTubeTLDRIn this episode of Product Mastery Now, I interview James Whitman, author of LAUNCH Code and founder of Growth Guidepost. James shares insights from his research studying companies that consistently launch successful products. His LAUNCH Code framework offers a practical approach to product launch management that any organization can implement.

Key Topics Covered:* The LAUNCH Code: six essential components of successful product launches * How AI is changing product launches and team dynamics * Practical strategies for cross-team collaboration * The Tranche Model for reducing launch risks * Building a culture that supports successful launches

Understanding the Launch Code FrameworkJames explains that Launch Code emerged from studying public companies that grew successfully through their product portfolios. These organizations share common practices that form the foundation of the LAUNCH framework:

| Component | Description | | --- | --- | | Listen to clients | Gather and analyze customer feedback systematically | | Assess the opportunity | Evaluate market potential and strategic fit objectively | | Unify the team | Build alignment across departments | | Navigate the launch | Execute go-to-market activities strategically | | Control the risks | Manage and reduce potential issues | | Hone the process | Improve launch practices continuously |

Current Challenges in Product LaunchesThe AI ImpactOrganizations are adapting to rapid changes in how AI affects product launches. James shares that many teams are now working with their second or third generation of AI tools, particularly in sales and marketing. This raises important questions about balancing human and machine roles in the launch process and keeping employees engaged when AI takes over some of their work.

Financial Landscape ChangesA significant shift has occurred in venture funding, with more money moving toward AI investments. James describes working with one organization that had five different sales leaders in 18 months due to these pressures. This example revealed a deeper structural issue: The company needed to move up-market from a commoditized position to remain competitive.

Making Better Launch DecisionsJames points out common decision-making problems in product launches. He describes what he calls the “Your PowerPoint is better than mine, but you’re wrong” syndrome – where strong presentation skills can override better strategic choices. Instead, organizations need to:

Focus on finding the best solution rather than winning arguments
Challenge assumptions constructively
Build collective ownership of decisions
Create space for different perspectives

Building Cross-Functional SuccessA key insight from our conversation is how product launches require coordination across departments. James shares an example where changing product strategy meant completely rethinking the sales approach. The company needed salespeople who could sell complex solutions instead of commoditized products, showing how product decisions affect the entire organization.

Creating Common LanguageJames emphasizes the importance of vocabulary in cross-team work. For example, he notes that “discovery” means different things to sales and product teams:

Sales discovery: Understanding customer needs during the sales process
Product discovery: Researching market problems and solutions
Market discovery: Understanding broader market trends and opportunities

Using clear, shared terms helps prevent misunderstandings and builds better collaboration.

Building the Right CultureCulture plays a vital role in launch success. James points to Atlassian as an example of intentional culture-building that supports product success. Their approach includes:

Creating systems for cross-team collaboration
Building trust through consistent practices
Focusing on employee satisfaction
Maintaining strong customer connections

Product Led Growth (PLG) in ActionJames explains that PLG companies like Zoom, ClickUp, and Pendo demonstrate the Launch Code principles naturally. These organizations:

Get direct customer feedback through product usage
Test features with specific user groups
Make quick adjustments based on data
Scale successful features systematically

The Tranche Model: A Practical Launch ApproachDuring our conversation, James shares how LinkedIn uses what he calls the “Tranche Model” for product launches. This approach involves:

Testing with defined market segments (tranches) of 2 million users
Learning from each group before expanding
Making improvements based on real usage data
Returning to early groups with refined offerings

For smaller markets, James recommends adapting this approach by creating representative samples. For example, if targeting 1,000 CFOs, start with 150 that represent different company sizes and industries.

Managing Launch RisksJames describes several approaches to controlling launch risks:

| Risk Area | Management Approach | | --- | --- | | Market Reception | Use tranche testing to validate before full release | | Team Alignment | Build clear governance and communication structures | | Resource Management | Maintain flexible budgets for quick adjustments | | Customer Response | Monitor early indicators and feedback channels |

Testing New Ideas Through LaunchesJames shares an interesting observation: organizations often find it easier to test new approaches with new products. For example, if a new service guarantee works well during a launch, teams might then apply it to existing products. This makes product launches valuable testing grounds for innovation.

Common Launch ChallengesJames identifies several patterns that can reduce launch effectiveness:

Making assumptions about customer needs without validation
Leading research participants toward desired answers
Missing important market signals
Working in isolated departmental silos
Resisting changes to established products

ConclusionIn this episode, James Whitman shares valuable insights about creating reliable product launch processes. The LAUNCH Code framework offers a structured approach that organizations can adapt to their needs. By focusing on continuous improvement, cross-functional alignment, and risk management, teams can build sustainable launch practices that support growth through innovation.

Remember that successful launches depend on more than just the product itself—they require careful attention to organizational dynamics, market conditions, and emerging technologies. Organizations that build these capabilities systematically while remaining adaptable position themselves for sustained growth.

Useful links:* Learn more about LAUNCH Code * Learn more about PDMA * Listen to episode 502: Use LAUNCH Code to ease the overwhelm when launching a B2B product – with James Whitman

Innovation Quote“Build self-correcting mechanisms to dampen issues as they emerge.” – James Whitman

Application Questions1. How could you apply the Tranche Model in your market? What would appropriate customer segments look like for your products? 2. What mechanisms could improve collaboration between your product, sales, and marketing teams during launches? 3. How could you build early warning systems into your launch process? Which metrics would matter most? 4. What changes to your current launch approach would enable better feedback and continuous improvement?

BioJames Whitman is the author of LAUNCH Code: A Playbook for Continuous Growth and the founder of Growth Guidepost. He works with corporate leaders to help them make their most important decisions and achieve critical growth objectives. He has held senior positions in public and private organizations, where he successfully established repeatable commercial practices, launching dozens of products, building high-performing teams, and scaling organizations.

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Elevating product strategy through advanced competitive intelligenceWatch on YouTubehttps://youtu.be/yf9QcefToDg

TLDRIn this episode of Product Mastery Now, I interview Jay Nakagawa, Director of Competitive Intelligence at Dell Technologies and a 25-year product management veteran. Our discussion reveals proven methods for understanding competitors and developing effective product strategies. Jay shares practical tools and frameworks product managers can use to gather competitive intelligence ethically and systematically. One compelling insight is that looking at competitors through our own lens often leads to misunderstandings – we need frameworks and methods to see the market from their perspective.

Understanding Competitive Intelligence in Product ManagementThe Evolution of Competitive IntelligenceJay has an interesting background that shapes his perspective on competitive intelligence. After spending over 20 years as a product manager, he found himself increasingly drawn to analyzing competition and developing strategies to outperform rivals. When Dell acquired EMC, Jay had the opportunity to transform this skill into a new career direction, leading competitive intelligence efforts.

His experience reveals an important shift in how companies approach competitive analysis. While understanding customer needs remains essential, gaining deep competitive insights has become equally valuable for product success.

The Problem with Traditional AnalysisMany product managers rely on SWOT analysis for competitive insights. However, Jay explains that in his field, they jokingly call SWOT a “Silly Waste of Time” because it reveals little about competition. Instead of providing deep insights into competitor strategies and capabilities, SWOT tends to focus on internal factors and broad market opportunities.

Core Functions of Modern Competitive IntelligenceJay learned about competitive intelligence from the Academy of Competitive Intelligence, which teaches product managers not only frameworks but also how to use them practically. Based on Jay’s experience at Dell Technologies, effective competitive intelligence includes:

| Function | Description | Business Impact | | --- | --- | --- | | Competition Analysis | Understanding competitor products and strategies | Improved product differentiation | | Strategic Evaluation | Assessment of corporate and product strategies | Better strategic planning | | Market Motion Analysis | Understanding go-to-market approaches | Enhanced market positioning | | Sales Support | Enabling sales teams with competitive insights | Increased win rates | | Product Direction | Informing product management decisions | More effective roadmap planning |

Essential Frameworks for Competitive AnalysisPorter’s Five Forces in PracticeJay shares an example of how to apply Porter’s Five Forces using the large aircraft manufacturing industry:

Threat of New Entry
- High capital requirements
- Strict government regulations
- Example: China’s emerging presence in aircraft manufacturing
Supplier Power
- Impact of supply chain disruptions
- Limited supplier options
- Complex component requirements
Buyer Power
- Airlines as major customers
- Long-term purchase commitments
- High switching costs

Understanding Competitor PerspectiveJay shares a metaphor about competitor analysis: Picture a kitten looking in a mirror and seeing a lion’s reflection. While we see the kitten, we need to understand that the competitor sees themselves as a lion. This perspective helps explain why competitors’ actions that seem irrational often make perfect sense from their viewpoint.

Jack recommends you focus on your primary competitors. Use Four Corners Analysis to understand their market:

What’s driving their business?
What’s motivating them?
How do they view themselves?
What do they want to do?

The answers to these questions give you a good idea of what your competitor will do over the next 24 months. Then understand their biases and blind spots that you can exploit.

Advanced Competitive Intelligence TechniquesThe Triangulation MethodJay explains how his team combines multiple sources to build reliable competitive insights:

Internal Knowledge
- Team members with competitor experience
- Product telemetry data
- Sales team feedback
Public Information
- Job postings
- Trade journals
- Financial reports
Industry Intelligence
- Analyst reports
- Conference insights
- Customer feedback

Creative Research MethodsJay shares an example about a team that used a creative but ethical way to gather competitive intelligence for a pharmaceutical company. The team needed to understand a competitor’s capacity for manufacturing vaccines but couldn’t access internal information. Their solution? They contacted the local fire department to review the building’s fire mitigation plan, which revealed details about the facility’s size and potential production capacity.

Practical Information SourcesHere are specific places where product managers can find competitive insights:

| Source Type | Examples | Information Gained | | --- | --- | --- | | Professional Publications | McKinsey reports, Boston Consulting Group articles | Strategic direction, market trends | | Career Sites | LinkedIn, Glassdoor, company career pages | Technology investments, skill requirements | | Industry Events | Conferences, trade shows, webinars | Product roadmaps, partnership strategies | | Financial Sources | Annual reports, investor presentations | Investment priorities, market focus |

Connecting Intelligence to Product StrategyCommon Product Management ChallengesJay observes that many product managers have become highly specialized, focusing deeply on specific features or release optimization. While specialization has its benefits, it can lead to:

Limited market understanding
Missed competitive threats
Reactive rather than proactive strategy
Insufficient competitive differentiation

Predicting Competitor ActionsJay shares four common ways competitors respond to market moves:

Imitation ResponseWhen competitors can’t innovate quickly, they often try to copy successful features. Jay references Tony Fadell’s experience with the Nest thermostat as an example of how established companies respond to innovative products.
Innovation ResponseSome competitors will develop alternative approaches rather than direct copies. This often leads to market differentiation and can benefit customers through increased choice.
Legal ResponseJay notes that when competitors can’t compete effectively through products, they may turn to legal challenges, particularly around patents or regulatory compliance.
Acquisition ResponseLarger competitors might attempt to buy innovative companies rather than competing directly, especially when facing significant technical or market barriers.

Evaluating Competitor ClaimsAssessing Investment LevelsJay’s organization looks at publicly available data to figure out the market direction where competitors are going in the next four years. They try to answer the questions, “Why does a company do what they’re doing? Why are they investing in that technology?”

Jay shares a quote from a friend: “Vision without execution is called delusion.” If a competitor claims a particular business objective is part of their vision, you should investigate whether they really have the ability to execute on that vision.

Vision vs. ExecutionDrawing from his experience, Jay shares these warning signs of a disconnect between vision and execution:

Repeated announcements without progress
Misalignment between stated goals and resource allocation
Lack of supporting technical capabilities
Missing market validation

Innovation Through Competitive IntelligenceFinding Market OpportunitiesJay shares how competitive intelligence can reveal innovation opportunities. He uses the example of Tony Fadell’s development of the Nest thermostat:

Personal Problem Recognition
- Cold mountain cabin on arrival
- No remote temperature control
- Manual programming challenges
Market Research
- Competitor analysis (Honeywell)
- Technology assessment
- User need validation

ConclusionThroughout our discussion, Jay emphasizes that competitive intelligence isn’t about following competitors – it’s about understanding the market landscape to make better product decisions. The goal is creating differentiated products that solve real customer problems while maintaining awareness of competitive dynamics.

Useful links:* Connect with Jay on LinkedIn * Learn more about PDMA

Innovation Quote“Ideas can come from anywhere.” – based on the story of Tony Fadell, inventor of the Nest thermostat

Application Questions1. How could your team implement a systematic approach to gathering competitive intelligence that goes beyond basic SWOT analysis? 2. What frameworks from this episode could you start using immediately to better understand your competitors’ strategic direction? 3. How could you integrate competitive intelligence gathering into your current product development process without disrupting your existing workflow? 4. In what ways could your team better utilize publicly available information sources to predict competitor moves?

BioJay Nakagawa is a 25+ year veteran product manager, with a track record of successfully building new products and developing turn-around strategies resulting in high revenue growth. As director of Competitive Intelligence with Dell Technologies, he and his team have been instrumental in providing critical guidance to product management teams providing insights that encompass how to create differentiated offerings to the market.

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Tips for managing global innovation projectsWatch on YouTubeTLDRIn this episode of Product Mastery Now, I speak with Jack Hsieh about successful product development strategies. Jack brings 20 years of experience managing innovation projects at companies like Sony Ericsson and Logitech. He shares practical insights from the Product Development and Management Association (PDMA) framework and explains how product managers can use these principles to improve their product development process. Through real examples from his work in consumer electronics and aerospace industries, Jack shows how PDMA’s body of knowledge helps create successful products while avoiding common pitfalls in portfolio management.

Key topics discussed:

Innovation requires both strategy and execution
Market research remains fundamental
Process choice should match organization culture
Portfolio decisions need global perspective
Technical expertise matters in leadership

IntroductionWhile recording this episode at the PDMA Inspire Innovation Conference, I had the opportunity to talk with Jack Hsieh about product development evolution. PDMA has been supporting product professionals since 1976, making it the oldest organization dedicated to product management. Jack explains how PDMA’s comprehensive knowledge base helps companies innovate effectively across different industries and cultures.

Understanding New Product DevelopmentJack breaks down new product development (NPD) into clear components that every product manager should understand:

Turning ideas into products and services that customers will buy
Finding market opportunities that create value for organizations
Making existing products better through strategic improvements
Creating new value for established markets

The PDMA Body of Knowledge Framework1. Strategic AlignmentJack describes how product development needs alignment at multiple levels:

| Strategy Level | What It Means | Why It Matters | | --- | --- | --- | | Corporate Strategy | Company’s overall direction | Guides all product decisions | | Business Unit Strategy | Market-specific plans | Focuses resources effectively | | Innovation Strategy | Product development priorities | Directs innovation efforts | | Capability Strategy | Resource planning | Ensures successful execution |

Portfolio ManagementDuring our conversation, Jack shares valuable insights from managing product portfolios at Sony Ericsson. He explains how the company handled three distinct product lines:
Smartphones
High-end feature phones
Low-end feature phones

This experience taught him important lessons about resource allocation. For example, his business unit needed to coordinate holidays across three regions: Sweden, Taiwan, and Japan. The overlapping work schedule only provided 190 days per year for full team collaboration, making resource planning especially important.

Jack uses Boeing and Airbus as examples to illustrate key portfolio management principles:

| Portfolio Decision | Impact | Lesson Learned | | --- | --- | --- | | Boeing’s 737 platform extension | Technical challenges with aging platform | Need for balanced technical and business leadership | | Resource allocation across product lines | Product cannibalization between categories | Importance of global portfolio optimization | | Technical vs. business leadership | Impact on long-term product decisions | Value of technical expertise in leadership |

Process ManagementOrganizations need different development processes based on their specific needs. Jack explains several approaches:

Integrated Product Development (IPD)* Works well for complex products * Requires strong cross-functional coordination * Popular in companies like Huawei

Agile Development* Suited for rapid market feedback * Enables quick product iterations * Best for software and digital products

Waterfall Method* Effective for well-defined requirements * Provides clear project structure * Works in regulated industries

Hybrid Approaches* Combines planning from Waterfall * Uses Agile for execution * Balances structure and flexibility

Tools and TechniquesJack mentions that he has personally used more than 70% of the tools in PDMA’s Body of Knowledge. These tools span different product development stages:

| Development Stage | Tools Used | Purpose | | --- | --- | --- | | Concept Development | Design thinking methods | Generate and evaluate ideas | | Product Testing | Alpha and beta testing | Validate product concepts | | Manufacturing | Pilot production models | Verify production capability |

Market ResearchJack emphasizes that market research remains the most important skill for product managers. Modern approaches include:

Advanced Research Technologies* Eye tracking for user experience studies * AI-powered customer insight analysis * Predictive analytics for market trends * Sensory analysis techniques

Culture and OrganizationOrganizational culture significantly affects product development success. Jack shares team structures that work:
Cross-functional collaboration
Clear role definitions
Balanced technical and business input
Product Lifecycle ManagementJack shares a personal story about understanding market adoption patterns. When he started his consulting business, he initially focused on multinational companies in Taiwan, thinking his experience with foreign companies would be an advantage. Despite getting over 50 inquiries in his first year, he secured no deals. Reading Crossing the Chasm helped him understand why – these companies were early majority adopters, not early adopters, making them hesitant to work with a new consulting firm.

Real-World ApplicationsThe Logitech Left-Handed Mouse ProjectLeft-handed boy using computer and mouseJack shares an interesting case study from his time at Logitech. The project, named “Sicily Left,” aimed to create a mouse specifically for left-handed users. Key insights include:

Market opportunity analysis:
- Left-handed users represent 10% of population
- Right-handed users could use the mouse with their left hand while writing
Technical challenges:
- 30% of internal components needed redesign
- Simple mirroring wasn’t possible
- Full testing required for new design
Product outcomes:
- Successful project execution
- Six-year product lifespan
- Lower than expected sales volume

Jack learned that the wrong business case for a project leads to a sub-optimal result.

Sony Ericsson Portfolio ManagementJack’s experience managing mobile phone portfolios provides valuable lessons:

| Challenge | Solution | Outcome | | --- | --- | --- | | Resource allocation across regions | Cross-cultural negotiation | Balanced compromise on project numbers | | Product line overlap | Price point coordination | Reduced internal competition | | Global team coordination | Holiday schedule planning | Improved workflow management |

Project Management vs. Product ManagementDuring our discussion, Jack helps clarify the important differences between project and product management:

| Aspect | Project Management | Product Management | | --- | --- | --- | | Timeline Focus | Specific project duration | Full product lifecycle | | Success Metrics | On-time, on-budget delivery | Market success, customer satisfaction | | Scope | Defined project requirements | Evolving product strategy |

ConclusionIn this episode, Jack demonstrates how PDMA’s framework guides successful product development. His experiences at global companies like Sony Ericsson and Logitech show how these principles help product managers handle complex challenges. Whether you’re managing consumer electronics, aerospace products, or software, these insights can help you create better products and advance your career in product management.

Useful links:* Learn more about Jack’s consultancy, Maestro * Learn more about PDMA

Innovation Quote“Innovation takes dedication, but the choice is more important than the dedication.” – Jack Hsieh

Application Questions1. How could you use PDMA’s portfolio management ideas to better manage your product mix? 2. Which parts of your development process might work better using the hybrid approach Jack describes? 3. What new market research methods could help your team understand customers better? 4. How could you improve the way project and product managers work together in your organization?

BioJack Hsieh has 20 years of experience in planning, executing, managing, and consulting on innovation projects across the world. Jack is the President at Maestro Project Management Consultants, which helps clients with innovation management, new product development, and project management. Previously, at Sony Ericsson, he led a cross-functional international team to develop handheld devices that served millions of users worldwide.

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Product innovation lessons from social media content creationWatch on YouTubeTLDRIn this episode of Product Mastery Now, I’m interviewing Leah and Philip Abraham, a creative duo with expertise in songwriting, acting, music production, and filmmaking. Their diverse background offers valuable lessons for product managers looking to improve their innovative thinking techniques. Throughout our conversation, we explore insights from their creative process that can be applied to product innovation and management.

Innovation is a learnable process, not just an innate talent
Complementary skills in teams can lead to more holistic product innovation
Balancing intuition with data-driven decision-making enhances product development
Rapid prototyping and iterative development accelerate learning and innovation
Embracing a “no bad ideas” culture fosters creativity in product teams
Learning from failures and maintaining enthusiasm through setbacks is crucial for long-term success
Continuous learning and adaptation of innovation processes are essential in product management

This episode explores insights from creative professionals that can be applied to enhance innovation in product management, offering practical strategies for product managers to foster creativity, leverage rapid feedback cycles, and overcome challenges in the innovation process.

Dismantling Misconceptions About InnovationWe start by addressing common misconceptions about innovation, particularly the belief that creativity is an innate talent rather than a skill that can be developed. This idea is especially important for product managers and leaders responsible for driving innovation within their organizations. Leah and Philip share their experiences, showing that innovation is indeed a process that can be learned and improved over time.

Complementary Creativity in PartnershipsLeah and Phillip have experience in acting and film production and are now most famous for cinematic shorts on social media. They explain that they enjoy creative collaboration in many areas, including filmmaking, photography, music, and art.

Leah and Phillip share that their creativity is complementary and they bring out creativity in each other. Phillip has a technical background while Leah focuses on character arcs.

Innovation in the Creative ProcessWhen making a skit, Leah and Phillip often start with a sketch of the story and improv to fill in the details. They’re often inspired to make a skit based off something that happens in their lives. For example, a recent video called “When they cancel plans but you’re both introverts,” was inspired by Leah and Phillip’s introvertedness.

Leah and Phillips use a “no bad ideas” approach, which creates a safe space for sharing and building upon concepts. They give each other permission to throw out ideas without shame and then make those ideas better together.

Benefits of Rapid Feedback CyclesCompared to producing a whole film, creating short-form content on social media provides more opportunity to receive rapid feedback and iterate. Analytics let Leah and Phillip see what aspects of their content viewers are engaging with most. Sometimes the parts of their content they almost didn’t include end up being the most popular with their audience.

Leah and Phillip share that feedback from viewers has been affirming and eye-opening, and the most fulfilling part of their creative process is figuring out what viewers like about their content and building an intuition for creating engaging content.

The Role of Intuition in Creativity and InnovationLeah and Phillip explain that they’re learning about to balance intuition with data-driven decision making. I think of intuition as my experience taking shape that my brain hasn’t recognized yet. Leah describes intuition as your body knowing something before your mind can articulate it. She had an intuition that she and Phillip should start doing social media and that it made sense for their hodgepodge of creative skills. They observed that most viral TikTok videos were not high-quality narrative skits and decided to use their skills to fill that gap.

ConclusionThis episode offers valuable perspectives on fostering creativity and innovation in product management. By embracing collaborative approaches, rapid prototyping, and a willingness to learn from failures, product teams can enhance their innovation capabilities and create more successful and impactful products.

Key takeaways for product managers:

View innovation as a learnable process, not just innate talent
Leverage complementary skills within teams for holistic innovation
Balance intuition with data-driven decision-making
Embrace rapid prototyping and iterative development
Foster a culture that encourages risk-taking and learns from failures
Continuously evolve and adapt innovation processes

Useful links:* Check out Leah and Phillip’s content on YouTube and other social media platforms @leahandphillip * Watch the trailer for Leah and Phillip’s film, Where Were You

Innovation Quotes“If opportunity doesn’t knock, build a door.” – unknown

“Success is stumbling from failure to failure without any loss of enthusiasm.” – Winston Churchill

Application Questions1. How can you create a “no bad ideas” culture within your product development process? What obstacles might you face, and how can you overcome them? 2. In what ways can you implement rapid prototyping and testing in your current product development cycle? How might this affect your timelines and resource allocation? 3. How do you currently balance intuitive decision-making with data-driven approaches? Are there areas where you could improve this balance? 4. What strategies can you implement to better learn from your failures and maintain team enthusiasm through setbacks? 5. How can you encourage team members to step outside their comfort zones and explore new approaches to product innovation?

BioLeah and Phillip Abraham are an up-and-coming social media couple known for their highly cinematic viral skits, which have gained over 85 million views since their launch in February of 2024. Having both spent over a decade hustling in Hollywood, and acting on shows like Aquarius, CSI, Ballers, and Good Trouble, they found a ceiling placed on their potential as creatives, ultimately moving to Nashville and starting their production company, Philea Media. Together they wrote, produced, and acted in a feature-length musical that is loosely based on how they met, which is scheduled to premiere at film festivals in 2025.

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How product managers can foster a culture of innovationWatch on YouTubehttps://youtu.be/14cLrVAu7BA

TLDRIn this episode of Product Mastery Now, I’m interviewing Chris Elmore, a tech entrepreneur and college professor who helped found Avid Exchange, a unicorn startup that went public in 2021. Chris brings years of experience in product innovation and management, and he’s here to share his thoughts on driving innovation and keeping businesses growing for the long haul. Here are the key points from our conversation:

A simple definition of innovation: “It’s better than what it was”
Rethinking organizational structure can improve the flow of innovative ideas
Hiring should focus on cultural fit and alignment around organization mission and purpose
Everyone in an organization can be an innovator

The Importance of Innovation in Today’s Business WorldAs we start our chat, Chris highlights why innovation matters so much in today’s fast-moving business world. Products and services don’t stay relevant as long as they used to. Because of this, companies can’t just rely on what worked in the past. Innovation is key to keeping a business growing and thriving.

Building a Culture That Supports InnovationOne of the main topics we explore in this episode is how a company’s culture can help or hinder innovation. Culture is the unwritten rules of an organization – what people are allowed and expected to do. Chris shares his experience of keeping a strong culture, and even improving it, as his company grew. This challenges the common idea that company culture always gets worse as a business gets bigger.

Chris says that the quickest way to destroy culture is to put someone in charge of it. When someone is in charge of culture, the culture becomes that person’s version of culture.

Instead of taking charge of culture, leaders can use stories to reinforce a culture of innovation. For example, Chris tells his teams a story of how he tells his kids that he doesn’t care about their grades as long as they’re putting in full effort, but usually full effort leads to good grades. This communicates to his team that effort will eventually lead to the desired outcome.

Rethinking How Companies Are Structured to Support InnovationWe also discuss Chris’s thoughts on how company structure can affect innovation. He critiques traditional hierarchies, suggesting they can make it hard for innovative ideas to flow, especially ideas from employees who work closely with customers.

Chris observes that most good ideas come from the middle third of an organizational chart. Often, people in the middle or bottom third of an organization try to communicate their ideas to leadership who don’t understand the idea or are scared of innovation, so many great ideas fail.

Instead of a traditional org chart, Chris proposes thinking of the organization as a curve that represents everyone’s understanding of where the organization is going. The beginning of the curve represents where the organization is today, and the end represents where the organization needs to go. The goal of a leader is to get the organization over the valleys to go further down the curve. This approach focuses on aligning everyone in the organization towards common goals and outcomes, rather than rigid reporting structures.

Producing AlignmentTo explain what the organization is working toward and get a team aligned around common goals, Chris concentrates on three things: mission, purpose, and outcome. The mission and purpose should be aligned with the organization’s outcomes. If not, we have work to do. If someone can’t get behind the mission and purpose, they can’t be in the organization anymore.

Building Innovative Teams: A Fresh Approach to HiringChris takes an unusual approach to hiring. He focuses on the person rather than their resume. In fact, he says he’s never read a resume in his life. This approach allows him to assess candidates based on their potential and how well they fit with the company culture, rather than just their past experiences and qualifications.

A Simple but Powerful Definition of InnovationChris offers a simple definition of innovation: “It’s better than what it was.” This straightforward idea makes innovation something everyone in the company can understand and participate in, not just the people in research and development or product design.

A Customer-Focused Approach to InnovationChris advocates for a broad definition of “customer” that goes beyond just the end-users of a product or service. He explains that customers include internal and external stakeholders and even employees’ families. Product managers should think about serving all of those customers.

This wider view encourages product managers and leaders to consider the needs and perspectives of various stakeholders when driving innovation. By considering a wider range of “customers,” organizations can ensure their innovations create value not just for end-users, but for employees, investors, partners, and even the families of team members.

Everyone can be an InnovatorChris wants everyone in his organization to be aware that they can be an innovator. In his company, every time someone was hired, Chris gave them his definition of innovation and told them it’s their job to be an innovator.

The Power of Small, Continuous ImprovementsWhile big, disruptive innovations often get the most attention, Chris emphasizes the importance of small, ongoing improvements. He explains that small innovations over a long period of time is a huge thing.

This view encourages product managers and leaders to focus not just on big breakthroughs, but also on the cumulative impact of smaller, incremental improvements over time.

ConclusionDriving innovation in product management is about more than just developing new features or technologies. It’s about creating an environment where innovation can thrive at every level of the organization. A culture of innovation leads to better products and more resilient organizations. Innovation is simply about making things “better than they were.” As product managers and leaders, our challenge is to embody this principle in our daily work and inspire our teams to do the same so that we can ensure our organizations not only keep pace with change but lead the way in creating value for our customers and stakeholders.

Innovation Quote“Luck is when opportunity meets preparedness.” – Earl Nightingale

Application Questions1. How can you simplify your definition of innovation to make it more accessible to everyone in your organization? 2. Have you ever acted as an innovator while working in a role that is not traditionally innovative? Or have you seen another employee do this? 3. What small, incremental innovations could you implement in your products or processes that might lead to significant improvements over time? 4. How can you expand our definition of “customer” to include a wider range of stakeholders? How might this change your approach to innovation? 5. What aspects of your organizational structure or culture might be hindering innovation? How can you address these barriers?

BioChris Elmore is a seasoned tech entrepreneur and a respected college professor. Chris played pivotal roles in the founding of fintech AvidXchange, a unicorn startup that went public in 2021 with a $2.3B valuation. At AvidXchange his roles spanned numerous functions, including development, product, marketing, and mergers and acquisitions. Chris is also a passionate musician, performing solo and in bands as a singer with his guitar and ukulele.

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How product managers can use AI to work more efficientlyWatch on YouTubeTLDR* AI is changing how we manage products and come up with new ideas, giving us new tools to work faster and be more creative. * AI can help in many parts of making a product, from research to writing product plans and documents. * To use AI well in product management, we need to know how to ask it questions (called prompt engineering), balance AI ideas with human know-how, and always double-check AI’s work. * AI can make tasks faster, but it’s important to keep people involved and use AI to help, not replace, our usual ways of working. * The future of product management will involve using more AI tools, like advanced language models and creating fake data for testing. We’ll need to keep learning as AI keeps getting better.

IntroductionIn this episode, I’m interviewing Brian Collard, an expert in managing big projects and plans for global companies. Brian has been working for 15 years in different industries like finance, healthcare, and technology. We’re talking about how artificial intelligence (AI) is changing the way we manage products and come up with new ideas.

As people who manage products, lead teams, or come up with new ideas, we’re right in the middle of this AI revolution. We need to figure out how to use AI to make products that customers will love, while also dealing with all the new things AI brings to the table.

Before using AI, check your organization’s policy to make sure you’re in compliance. Be careful when using AI, especially with sensitive information.

AI in the Product Development LifecycleDiscovery and Research PhaseLarge language models can come up with ideas, but always keep humans in the loop. AI is a great way to augment the discovery process, but it won’t completely replace traditional research methods.

Brian recommends a three-step formula for prompting AI:

Input: provide context
Create scaffolding: understand typical processes that industry experts use
Output: the output from the AI is now more valuable to you because you have documented the inputs and processes that created it

Creating Product Briefs with AIOne area where Brian sees significant promise is in the creation of product briefs. He shares that product managers are reporting efficiency gains of around 50% when using AI to assist in drafting these important documents. AI can help with:

Rapid generation of initial draft product briefs
Assistance in structuring briefs with key components
Increased output and iterations

Brian notes that while AI can significantly speed up the process of creating product briefs, these documents often require nuanced understanding and strategic thinking. He advises using AI as a starting point, but always reviewing and refining the output to ensure it aligns with product strategy and organizational goals.

Artificial Intelligence and HallucinationsLarge language models can hallucinate, or make up information, such as links that do not exist. Brian recommends the tool Perplexity.ai, which removes hallucinations and brings in real-time information. He also recommends that we trust but verify when using information from AI.

Mastering Prompt Engineering for Product ManagersBrian gives some tips for talking with AI tools, or prompt engineering.

The Importance of ContextBrian explains that when we use AI tools, we need to give them clear background information. This helps the AI understand exactly what we’re working on and what we need.

Chain of Thought PromptsBrian introduces the idea of chain of thought prompts. This means guiding the AI through a series of steps. It’s especially useful for complex tasks.

For example, “Here are three product ideas. Based on these ideas, please give me another one.”

Logical Reasoning PromptsEncourage AI to use logical reasoning by giving it examples or frameworks. This can be particularly helpful for tasks like figuring out market size or making financial projections.

For example, “Given a particular market size and capture rate, how many sales do I need to break even?”

You can get similar results by including the words, “think step by step,” in your prompt.

Tips for PromptsYou can ask the AI model, “How would you improve this prompt?”

The AI tends to remember the beginning and end of a prompt. Instead of providing one long prompt, provide a series of short prompts, asking the AI to refine its response each time.

For example, begin with an outline of a product brief, and then ask the AI to fill in the sections. This also helps make your work more defensible in front of an executive, because you can explain how you created it.

Brian recommends the tool Superpower GPT, which allows you to run a series of prompts (a prompt chain) all at once.

Market Research TechniquesBrian explains how AI is revolutionizing market research, offering new ways to gather and analyze data. He mentions using tools like Perplexity.ai for real-time information gathering and fact-checking.

Persona GenerationAI can help create more detailed and data-driven user personas, including the generation of synthetic personas based on market trends and user data.

Needs and Requirements DocumentationAI can assist in documenting and organizing product requirements, including automated extraction of requirements from various sources.

SWOT and PESTLE AnalysisAI tools can enhance traditional strategic analysis frameworks like SWOT and PESTLE analysis.

AI as a Complement to Traditional MethodsBrian emphasizes the importance of viewing AI as a complement to, rather than a replacement for, traditional product management methods. He discusses the use of synthetic data and personas, and the importance of balancing AI insights with direct customer interaction.

Best Practices for Using AI in Product ManagementBrian shares several best practices for integrating AI into product management workflows:

Treat AI as a collaborative tool
Break down complex prompts
Leverage advanced AI tools
Adopt a “trust and verify” model

ConclusionIn this episode, we’ve explored with Brian Collard how bringing AI into product management offers significant opportunities for innovation and efficiency. Brian reminds us that AI is a tool, not a replacement for human expertise. The most successful product managers will be those who can effectively combine AI-driven insights with their own experience, intuition, and strategic thinking.

Useful links:* Learn more about Brian’s innovation consultancy, Novaisys * Prompting resources: + Prompting Guide + OpenAI – Models 4o and before + OpenAI – Interacting with Model “o1” + Microsoft Research + SELF-DISCOVER: Large Language Models Self-Compose Reasoning Structures * Check out Perplexity.ai * Check out Superpower ChatGPT

Innovation Quote“I haven’t failed. I just found 10,000 ways the product hasn’t work yet.” – based on a quote from Thomas Edison

Application Questions1. How can you bring AI tools into your current product development process to work more efficiently without losing quality? 2. Which specific areas of your product management work could benefit most from AI help, and what challenges might you face when starting to use AI in these areas? 3. How can you make sure you keep a good balance between AI-driven insights and traditional customer research in your product strategy? 4. What skills and training might your product management team need to effectively use AI tools in your work? 5. How can you set up a system to double-check AI-generated insights that fits with how your organization makes decisions?

BioBrian Collard has 15 years of experience in managing strategic project portfolios for global organizations. He has proven success across multiple industries including finance, healthcare, and technology. Brian holds a degree in engineering and an advanced business degree and is the co-founder of the St. Louis PDMA chapter.

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Insights for product managers from a professor teaching engineering design and prototypingWatch on YouTubeTLDR* The value of starting with simple, low-fidelity prototypes * The importance of focusing on the problem before jumping to solutions * The need for making well-supported decisions throughout product development * Real-world examples of how prototyping leads to innovative solutions

IntroductionIn this episode of Product Mastery Now, I’m talking with Dr. Matthew Wettergreen, Associate Teaching Professor at the Oshman Engineering Design Kitchen (OEDK) at Rice University. We discuss the benefits of low-fidelity prototyping, the engineering design process, and how to use prototypes effectively to solve problems and validate ideas. The episode also covers potential pitfalls in prototyping and best practices for product managers.

The Power of Prototyping in Product ManagementThe Oshman Engineering Design Kitchen at Rice University is an academic makerspaces where students learn innovation and product development skills. This 20,000 square foot facility has top-notch machines for digital and 3D prototyping, allowing students to create products that look like store-bought items.

Prototyping is a key tool for product managers who want to create value for customers. Matthew explains that prototypes help product managers confidently develop solutions that make customers happy. By using prototypes wisely, product teams can figure out what truly meets customer needs and test solutions before launching them in the market.

The Value of Low-Fidelity PrototypingMatthew has discovered that in many parts of the world, people build things with no budget at all, not just a low budget. He saw this resourcefulness in places like Ethiopia, where everyday items are reused in clever ways. For example, highway dividers made from cut-up palm oil containers show how people can create solutions with limited resources.

In the OEDK, students have access to high-tech equipment, but they won’t always have the OEDK available to them. At the ODEK, students always start with no budget and prototype using readily available materials.

This approach, called low-fidelity prototyping, has several benefits:

Causes students to produce more prototypes
Results in higher fidelity and resolution in the final product
Only require practical ingenuity and creative problem-solving to produce
Encourages quick iteration
Allows for fast and cheap testing of ideas
Makes it easier for people to work together and share ideas

Types of Prototypes and Their FidelityPrototyping is a method of problem-solving that creates physical or digital objects, called artifacts.

| Prototype Fidelity | Characteristics | Best Use | | --- | --- | --- | | Low-Fidelity | Meets few design goals, not at the right scale, made from analogical materials | Early brainstorming, fast testing of ideas | | Medium-Fidelity | Meets some design goals, close to actual scale, made from mostly suitable materials | User testing, gathering detailed feedback | | High-Fidelity | Meets most design goals, at the correct scale, made from the best available materials | Final testing, showing to stakeholders |

The Engineering Design ProcessMatthew introduces the seven-step Engineering Design Process used at the OEDK:

This approach begins with understanding the problem before jumping to solutions. Fifty-one percent of the design experience should be spent in the prototyping, testing, and iterating phase.

Clarify the team assignment
Develop a Design Context Review
Set design objectives and constraints
Develop solution options
Evaluate solutions
Prototype and test iteratively
Iterate based on feedback

Overcoming Challenges in the Design ProcessOne of the main challenges in product development is the tendency to rush into solutions without fully exploring the problem. Matthew offers several strategies to overcome this:

Use the “freezer” concept: Put initial ideas on hold to allow for deeper problem exploration
Collect extensive information about the topic before brainstorming then marinate on that information and allow your subconscious to form connections
Collaborate with diverse teams to bring in different perspectives

Matthew also addresses the myth of the lone innovator: People who seem like lone innovators, like Steve Jobs or Thomas Edison, actually represent an immense number of humans who supported their accomplishments. Successful innovation is almost always a team effort. Matthew tells his students, “Work with people who are smarter than you and work with people who think differently from you. You will be better as a result of that.”

Case Studies from the OEDKTo show how prototyping works in real-world scenarios, Matthew shares two interesting case studies from the OEDK:

Giraffe Enrichment Project for Houston ZooThe challenge was to extend the feeding time for giraffes in captivity to better match their natural eating habits. This project shows how prototyping often involves multiple attempts:
First attempt: Giraffes didn’t interact with the prototype
Second attempt: Didn’t hold enough hay
Third attempt: Used dangerous materials (wire)
Fourth attempt: Successfully created a hay-shaped box with safe materials

The final prototype has been used at the Houston Zoo for nearly a decade and has been adopted by other zoos.

Apollo BVM Ventilator during COVID-19During the early stages of the COVID-19 pandemic, the OEDK team quickly developed a bridge ventilator called the Apollo BVM. This project highlights the power of rapid prototyping and iteration:
Intense development period of one month
Collaboration with respiratory therapists and pulmonologists
Parallel prototyping of individual components and the whole system
Resulted in a functional product that was licensed for use during the ventilator shortage

Potential Pitfalls in PrototypingPrototypes can be used in a misleading way, such as presenting a beautiful prototype to convince stakeholders that it’s a good solution, rather than collecting feedback. It is acceptable to produce an ugly prototype, but it is less acceptable to produce a beautiful prototype that lacks all functionality in order to mislead people.

Matthew recommends that his students prepare focused questions for client conversations about prototypes and share assumptions built into the prototype’s design with the client. This allows clients to give suggestions for revising these assumptions.

Best Practices in Prototyping for Product Managers1. Fall in love with the problem, not the solution 2. Whenever possible, allow stakeholders to physically handle prototypes, as this often leads to different insights than just viewing images or videos. 3. Overcome the “I’m not good at prototyping” mindset: Encourage team members to build to learn.

ConclusionKey takeaways from this episode include the value of starting with simple prototypes, the importance of focusing on the problem before rushing to solutions, and the need for well-supported decision-making throughout the product development process. By applying these insights to their work, product managers can drive innovation and create more value for their customers and organizations.

Useful links:* Learn more about the Oshman Engineering Design Kitchen * Check out the Global Medical Innovation Master of Bioengineering that Matthew runs * Connect with Matthew on LinkedIn

Innovation Quote“Make defensible decisions.” – Matthew Wettergreen

Application Questions1. How can you incorporate more low-fidelity prototyping into your early-stage product development process? 2. In what ways can you improve your process for gathering and incorporating user feedback on prototypes? 3. How can you help foster a culture that values “falling in love with the problem” rather than becoming too attached to specific solutions? 4. Where might you be rushing to solutions without fully exploring the problem? 5. How can you use prototyping to improve collaboration across different teams and departments in your organization?

BioMatthew Wettergreen is Director of the Global Medical Innovation Master of Bioengineering program and the Program Director of the NSF-funded I-ACED Scholar Program at Rice University. He is also an Associate Teaching Professor at the award-winning Oshman Engineering Design Kitchen (OEDK) at Rice University, recruited as the first full-time faculty hire in 2013. At the OEDK he co-developed the engineering design curriculum, including the flagship first-year engineering design course and the Prototyping and Fabrication course. Wettergreen is the co-author of the textbook Introduction to Engineering Design. Over nearly fifteen years of developing client-based engineering design courses and with a deep interest in engineering education, Dr. Wettergreen has deployed engineering design curriculum and helped to support the development of makerspaces on five continents. His design work has been featured on the cover of NASA Tech Briefs, in the Wall Street Journal, The Atlantic, Make Magazine, and Texas Monthly.

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DFW Airport’s journey to winning PDMA’s 2024 Outstanding Corporate Innovator AwardWatch on YouTubeTLDRIn this episode of Product Mastery Now, I’m interviewing Jodie Brinkerhoff, VP of Innovation at DFW Airport, about DFW’s journey to winning PDMA’s Outstanding Corporate Innovator (OCI) Award. The discussion covers DFW’s approach to airport innovation, including their dedicated innovation team, strategic focus areas, and unique challenges as a government organization. Brinkerhoff shares insights on fostering an innovation culture, collaborating across departments, and balancing innovation with operational demands in a complex airport environment. The episode provides valuable lessons for product managers and innovators in various industries, highlighting the importance of executive sponsorship, employee engagement, and a structured innovation process.

The Outstanding Corporate Innovator (OCI) AwardFor 37 years, companies have competed each year to be recognized as the Outstanding Corporate Innovator, awarded by the Product Development and Management Association (PDMA). The selection process seeks companies that consistently generate and harness long-term value through exceptional product and service innovation. Winning companies demonstrate well-defined new product development practices and processes which have contributed to their innovation success. Open to companies worldwide, the award epitomizes innovation excellence.

One of the 2024 winners is the DFW Airport. Let’s find out what makes this airport an exceptional innovator. I’m with Jodie Brinkerhoff, the VP of Innovation at DFW Airport.

PDMA and the Inspire Innovation ConferenceThe PDMA, founded in 1976, is the longest-running professional association for product managers, leaders, and innovators worldwide. PDMA contributes significantly to research and knowledge in the field of product innovation. I recorded this interview at the 2024 Inspire Innovation Conference, which serves as a platform for sharing insights and best practices in product development and innovation management.

Innovation at DFW AirportDFW Airport’s commitment to innovation dates back to its inception 50 years ago. However, recognizing the need for a more structured approach to innovation, the airport established a dedicated innovation team in 2018. This decision was driven by several factors:

The lack of a shared process and language for innovation across the organization
Operational demands limiting the focus on innovation
The need to de-risk the future of airport operations

Brinkerhoff explains that innovation has always been part of DFW’s DNA, baked into the mission, vision, and values of the organization. However, as technology continued to change and the pace of change grew, there was a recognition that a more formalized approach was needed.

DFW Airport Operations and Innovation ChallengesAs one of the world’s busiest airports, DFW faces unique challenges in implementing innovation:

| Challenge | Description | | --- | --- | | Scale of Operations | Up to 300,000 people daily; 2,000 DFW employees and 65,000 total workers on-site | | Operational Demands | Balancing day-to-day operations with long-term innovation initiatives | | Government Organization Status | Navigating regulatory constraints and procurement processes |

Managing an airport operation is complex. This operational focus can often draw attention away from innovation efforts, especially during busy periods or when issues arise.

DFW’s Innovation ApproachThe airport’s innovation strategy aligns closely with its overall strategic planning, focusing on four key areas:

Operational excellence
Customer experience
Sustainability
Building the airport of the future

The innovation team at DFW plays a crucial role in advancing these strategic objectives by:

Collaborating with business executives and front-line staff
Actively listening for improvement opportunities
Developing solutions to address identified challenges and de-risk future operations

The innovation team’s approach involves working closely with business executives and people on the front line to ensure they’re listening to instances where things could have been done better or where issues arose due to unforeseen circumstances, such as severe weather.

Innovation Culture at DFWFostering an innovation culture is a key priority for DFW Airport. The organization has implemented several initiatives to promote innovative thinking:

Innovation training for all new hires within their first six months
Promoting an innovation mindset centered on asking questions, exploring options, and controlled experimentation
Building a network of innovation ambassadors across various departments

The innovation mindset training focuses on three main principles:

Asking questions: Encouraging employees to be curious and challenge the status quo
Exploring options: Looking beyond the first solution that comes to mind
Experimenting in controlled ways: Testing ideas in safe environments before full implementation

The OCI Award Application ProcessDFW Airport’s journey to winning the OCI Award spanned two years. Their first application in 2023 provided valuable feedback, particularly regarding the need to improve their innovation metrics. The second application in 2024 included an on-site review process, allowing the PDMA team to experience DFW’s innovation initiatives firsthand through presentations and an airport tour.

The on-site review was an intensive 10-hour day, which included:

Presentations from the innovation team and other departments
Executive sessions to discuss metrics and measurement approaches
A four-and-a-half-hour tour of the airport, showcasing various innovation projects
Interactions with 34 people from across the organization, representing different divisions and initiatives

This comprehensive review process allowed DFW to demonstrate the depth and breadth of their innovation efforts, ultimately leading to their OCI Award win.

Resourcing Innovation at DFWEffective innovation at DFW Airport relies on several key elements:

Strong executive sponsorship and support
A dedicated innovation team structure
Close collaboration with other departments
A synergistic relationship with the IT department

Brinkerhoff emphasizes the importance of having executive buy-in and a dedicated budget for innovation activities. When she joined DFW, she asked three crucial questions:

Who is our sponsor?
Do I have my own budget?
Can I build a team the way I want to build it?

These questions ensured that the innovation team had the necessary resources and support to drive meaningful change within the organization.

Innovation Process at DFWDFW Airport has developed a structured innovation process that includes:

Regular idea generation and evaluation sessions
A well-managed project pipeline
Executive sponsorship for selected projects
Established checkpoints for business decisions throughout the innovation lifecycle

The front-end innovation team is responsible for being out in the operation on a monthly basis, listening for problems, and seeking out opportunities. The team meets every other month to discuss new ideas based on trends, marketplace observations, or feedback from operational staff.

The process also includes multiple checkpoints with executive sponsors to ensure projects remain aligned with strategic goals and receive necessary resources.

Unique Challenges of Innovation in an Airport SettingInnovating in an airport environment presents distinct challenges:

Balancing customer experience improvements with community stewardship
Maintaining stringent safety and security standards
Navigating government organization constraints, particularly in procurement processes

As a government organization, DFW Airport has different priorities compared with private companies. Their focus is on delivering a great customer experience and being good stewards of the community, rather than solely on revenue and shareholder value.

She also noted the additional complexities of procurement and compliance in a government setting, which can make implementing new technologies and processes more challenging.

DFW’s Innovation PhilosophyAt the core of DFW’s innovation efforts is the slogan “DFW Innovates.” This philosophy is built on the belief that everyone within the organization can contribute to innovation. Brinkerhoff noted that this approach has had a significant impact on the airport’s organizational culture, fostering a more engaged and forward-thinking workforce.

The innovation team at DFW has successfully integrated this philosophy into their daily operations, creating opportunities for employees at all levels to participate in the innovation process. This inclusive approach has led to a more dynamic and responsive organization, better equipped to address the complex challenges of modern airport management.

DFW has created a network of innovation ambassadors across various departments, helping to spread the innovation mindset throughout the organization. This network has been crucial in building support for innovation initiatives and encouraging participation from employees at all levels.

ConclusionAs the third busiest airport in the world, DFW faces unique challenges in maintaining operational excellence while driving innovation. The complexity and diversity of airport operations require a multifaceted approach to innovation, involving stakeholders from various departments and considering a wide range of factors, from customer experience to safety and security.

DFW’s commitment to innovation, as exemplified by their “Future of Travel Transformed” motto, positions them at the forefront of airport innovation. Their success in winning the OCI Award demonstrates the effectiveness of their structured approach to innovation management and their ability to balance short-term operational demands with long-term strategic goals.

The lessons learned from DFW Airport’s innovation journey offer valuable insights for product managers and innovators across industries. By fostering a culture of innovation, securing executive support, and implementing a structured innovation process, organizations can drive meaningful change and create lasting value for their customers and stakeholders.

Useful link:* Learn more about PDMA and the Outstanding Corporate Innovator Award

Innovation Quote“We believe that everyone can innovate.” – Jodie Brinkerhoff, describing the culture of innovation at DFW

Application Questions1. How could you apply DFW Airport’s approach to balancing day-to-day operations with long-term innovation initiatives? 2. What strategies can you employ to foster an innovation culture similar to DFW’s “everyone can innovate” philosophy in your organization? 3. How might the concept of innovation ambassadors be adapted and implemented in your company to promote widespread engagement in innovation efforts? 4. In what ways can you improve collaboration between innovation teams and other parts of your organization, similar to the synergy described at DFW Airport 5. How can the structured innovation process used by DFW, including idea generation, evaluation, and executive sponsorship, be tailored to fit your organization’s needs and constraints?

BioThanks!Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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To survive, your company must sell multiple productsWatch on YouTubeTLDRIn this episode, I’m interviewing Greg Coticchia, an experienced CEO and product management expert. The discussion focuses on the challenges and strategies involved in expanding from a single product to multiple products. Key points include:

Why companies have to expand to multiple products to survive
The importance of portfolio management in product development
Cultural challenges in product expansion
Strategies for building influence as a product manager
Lessons from successful companies like Apple and Netflix
Practical tips for navigating the Second Product Problem

The episode provides valuable insights for product managers looking to navigate the complexities of product diversification and enhance their leadership skills.

IntroductionYour organization’s survival depends on its ability to successfully expand from a single product to multiple products. This episode features an in-depth conversation with Greg Coticchia, CEO of SE Healthcare and product management expert. Greg shares his extensive experience and insights on the challenges and strategies involved in product portfolio management and business growth strategies.

The Importance of Portfolio ManagementAs product managers advance in their careers, understanding portfolio management becomes increasingly crucial. Greg explains that while senior product leaders recognize the necessity of portfolio management, product managers often question its relevance to their role. The key takeaway is that understanding how projects are selected is essential for gaining support for new ideas and initiatives.

The Challenge of Expanding from One Product to Multiple ProductsGreg introduces the concept of the Second Product Problem, highlighting the difficulties organizations face when transitioning from a single product to multiple offerings. He emphasizes several key points:

The rarity of creating a commercially successful product
The tendency for companies to equate their identity with their first successful product
The need for multiple products to ensure long-term business sustainability

Greg points out that it’s extremely rare for a software product to reach $100 million in revenue. This reality underscores the importance of diversifying a company’s product portfolio to achieve significant growth and longevity.

Cultural Challenges in Product ExpansionOne of the most significant obstacles in product diversification is the cultural shift required within the organization. Greg identifies several challenges:

Company-product identity issue: Organizations often struggle to separate their identity from their initial successful product.
Resource allocation challenges: Deciding how to distribute resources between existing and new products can be contentious.
Risk perception and management: The fear of cannibalizing existing product success can hinder innovation.

Greg explains that these cultural challenges often lead to resistance when introducing new products. Employees who have been with the company for a long time may find it difficult to adapt to new directions, especially if they’ve been successful with the original product.

Strategies for Successful Product ExpansionTo overcome these challenges, Greg suggests several strategies:

Creating Autonomous TeamsFollowing the example of Apple’s Macintosh development, physically separating new product teams can foster innovation. Greg shares the story of how Steve Jobs moved the Macintosh team to a separate building and raised a pirate flag, symbolizing their independence from the rest of Apple.

Addressing Cultural IssuesRecognizing the importance of having the right people and dealing with resistance to change is crucial. Greg emphasizes that sometimes, clearing the decks and letting go of team members who aren’t aligned with the new direction is necessary for success.

Clear Corporate Management FocusShifting from a product-centric to a company-centric approach and delegating product responsibilities effectively is essential. This change requires executives to focus on overall company strategy rather than getting involved in specific product decisions.

| Strategy | Description | Benefits | | --- | --- | --- | | Autonomous Teams | Physically separate new product development teams | Fosters innovation, reduces interference from existing product teams | | Cultural Alignment | Ensure team members are aligned with new product vision | Reduces resistance to change, improves collaboration | | Corporate Focus Shift | Move from product-centric to company-centric management | Enables better resource allocation and strategic decision-making |

Structural Approaches to Product ExpansionGreg discusses various structural approaches to product expansion:

The Skunk Works ApproachCreating a separate, autonomous team for new product development can help foster innovation and avoid interference from existing product teams.

Physical Separation of New Product TeamsThis approach can help reduce interference from existing product teams and foster a unique culture. Greg shares an example from his consulting work with Vertex, a tax software company. Vertex successfully expanded its product line by physically separating its new SaaS cloud solution team from the main organization.

Lessons from Successful CompaniesVertex Tax SoftwareGreg explains how Vertex allowed its new product team to establish everything from pricing to terms and conditions independently. This separation continued until the new product reached $5-10 million in revenue before being reintegrated into the main organization.

Apple’s Transition from iPod to iPhoneGreg discusses how Apple was willing to cannibalize its successful iPod product line by introducing the iPhone. This move demonstrates the importance of innovation and risk-taking in maintaining market leadership.

Netflix’s Pivot from DVD Rentals to StreamingThis example showcases the value of anticipating market changes and adapting business models accordingly. Netflix made the bold decision to shift its focus from DVD rentals to streaming, effectively disrupting its own successful business model.

Dealing with Unsuccessful Product ExpansionsGreg acknowledges that not all product expansions are successful. Possible steps toward handling these situations include:

Recognizing cultural resistance and potential sabotage
The need to let go of team members who aren’t aligned with the new direction
Identifying when individuals are no longer a fit for the organization’s evolving needs

Greg emphasizes that these decisions, while difficult, are necessary for the long-term success of the company. He stresses the importance of putting the company’s needs first when making these tough choices.

Building Influence as a Product ManagerA significant portion of the discussion focuses on how product managers can build influence without formal authority. Greg introduces the concept of the “trust bank account” and identifies three key constituents whose trust product managers must earn:

Development team and VP
Sales team
Executive management

| Constituent | Trust-Building Strategy | | --- | --- | | Development Team | Demonstrate how your input will make their work more valuable and impactful | | Sales Team | Show how the product will help them reach their financial and career goals | | Executive Management | Prove that your decisions satisfy the needs of the business |

Greg explains that building trust with these groups is essential for product managers to gain the influence needed to drive product success.

Practical Tips for Product ManagersUnderstanding Stakeholder MotivationsTailor your approach to each group’s specific needs and goals. For example, developers are often more risk-averse and need to see how your input will make their work more valuable.

Selling to SalespeopleRecognize that salespeople have flexibility in what they sell and focus on making your product attractive to them. Greg emphasizes the importance of understanding the sales cycle and demonstrating how your product can help salespeople meet their financial goals.

The “Poison a Few” StrategyInstead of trying to win over the entire sales force, focus on a few key individuals who can become champions for your product. Greg shares advice from a former colleague who suggested targeting specific salespeople in different regions to create early success stories.

ConclusionThe strategies and experiences shared by Greg Coticchia provide a roadmap for navigating the complex landscape of product portfolio management and business growth strategies. Successful product portfolio management is not just about creating new products; it’s about fostering a culture of innovation, building trust with key stakeholders, and continuously adapting to market changes. By applying these principles, product managers can drive their organizations towards sustainable growth and long-term success in today’s competitive business environment.

Useful links:* Learn more about SE Heathcare * Check out Greg’s page at CEO Coaching International

Innovation Quote“Kill your cash cows rather than trying to milk them dry.” – Greg Coticchia

Application Questions1. How can your organization create a culture that supports the development of new products while maintaining focus on existing successful offerings? 2. What strategies can you implement to build trust and influence with development teams, sales teams, and executive management in your current role? 3. How might you apply the “poison a few” strategy to gain support for a new product or initiative within your organization? 4. In what ways can you anticipate and prepare for potential cultural resistance when expanding your product portfolio? 5. How can you balance the need to evolve and innovate with the pressure to maintain and grow existing successful products?

BioGreg Coticchia is a seasoned, award-winning entrepreneur, CEO, business leader, professor, and author with over thirty years of experience in technology products and services. Currently, he serves as the CEO of SE Healthcare, a leading company in digital therapeutics focused on nurse burnout, and as a coach for CEO Coaching International.

Previously, Greg was the CEO and a Board Member of Sopheon (LON: SPE), a leader in enterprise innovation and product management software and services, where he successfully led the company to a private equity exit. He also established and launched Carnegie Mellon University’s Master’s Program in Product Management (MSPM), the world’s first product management degree, serving as its founding executive director.

Earlier in his career, Greg was a prolific entrepreneur, participating in fourteen startups (founding four) and holding executive roles in organizations ranging from startups to billion-dollar enterprises. He has raised over $73 million in venture capital and has been actively involved in more than seventeen mergers and acquisitions. Greg has held titles including CEO (six times), President, and COO, and has been responsible for the launch of over 100 products and solutions across various companies.

He has served on numerous boards, both profit and nonprofit. Greg holds a degree in Industrial Engineering and an MBA from the University of Pittsburgh, where he also teaches courses in B2B marketing at the Katz School of Business. He has certificates in Entrepreneurial Management from Carnegie Mellon University and Professional Coaching from Duquesne University. Greg was a three-time finalist for the Ernst and Young Entrepreneur of the Year Award and for the Tech 50 CEO of the Year. Additionally, he was named a Distinguished Graduate of the University of Pittsburgh’s Katz School of Business in 2006 and the Swanson School of Engineering in 2023. His book, Start Your Startup Right, is available on Amazon.

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What product managers need to know about the Targeted Innovation ProcessWatch on YouTubeTLDRThe Targeted Innovation Process is a practical framework that helps product managers drive innovation in their organizations. This approach focuses on understanding customer needs, generating quality ideas, and turning those ideas into real value. The process has five main steps:

Stating the problem
Understanding problem-solving styles
Creating creative pathways
Generating ideas
Evaluating ideas

IntroductionInnovation is key to product management. It’s what helps create products that customers love and keeps companies successful in the long run. As a product manager, knowing how to use effective innovation processes is crucial to stay competitive in today’s market.

In this episode, Jerry Fix and Terry Carroll explained the Targeted Innovation Process, a practical way for product managers to drive innovation in their companies. They described each step of the process, shared a real-world example, and discussed how to show the value of innovation programs in your company.

A Working Definition of InnovationFilling the Idea FunnelThink of innovation in product management as filling a funnel with high-quality ideas. This approach involves coming up with lots of concepts and gradually refining them through different stages of development. The goal is to have a strong innovation process that provides a steady stream of valuable ideas for product managers to work with.

Staying Close to CustomersA big part of successful innovation is keeping a close connection with customers. This involves:

Understanding their challenges and needs
Observing their work environments
Gaining insights beyond what customers directly tell you

By staying close to customers, product managers can make sure their innovation efforts match real market demands.

Two Ways to Define InnovationJerry and Terry shared how they think about innovation:

Terry: Creating a better mousetrap: This means making meaningful improvements to existing products or creating new, viable solutions that add real value for customers.

Jerry: Turning ideas into value: Innovation isn’t just about coming up with ideas. It’s about turning those ideas into tangible benefits for customers and the company.

Understanding the Targeted Innovation ProcessThe Targeted Innovation Process is a practical approach to innovation that focuses on generating high-quality ideas and efficiently turning them into valuable products. This framework has five key steps:

| Step | Description | | --- | --- | | 1. Stating the problem | Clearly defining the challenge or opportunity | | 2. Understanding problem-solving styles | Identifying appropriate approaches for your organization | | 3. Creating creative pathways | Developing routes to connect ideas with innovation | | 4. Generating ideas | Using various techniques to produce potential solutions | | 5. Evaluating ideas | Assessing and selecting promising concepts for development |

This process is designed to be more focused and practical than traditional open-ended innovation approaches. It encourages product managers to consider real-world constraints and their organization’s capabilities throughout the innovation journey.

A Closer Look at Each Step of the Targeted Innovation ProcessJerry and Terry explained each step of the Targeted Innovation Process in more detail:

Step 1: Stating the ProblemThe first step in the process is to clearly articulate the problem or opportunity you’re addressing. This involves:

Creating an open-ended problem statement
Gathering input from various stakeholders
Avoiding the temptation to jump straight to solutions

By taking the time to thoroughly understand and define the problem, you set a strong foundation for the rest of the innovation process.

Step 2: Understanding Problem-Solving StylesDifferent problems require different approaches to solve them. In this step, you’ll:

Identify the most appropriate problem-solving style for the challenge at hand
Consider both incremental and breakthrough approaches
Match the chosen style with your organization’s capabilities and culture

Understanding these styles helps ensure that your innovation efforts align with your organization’s strengths and the nature of the problem you’re addressing.

Step 3: Creating Creative PathwaysCreative pathways are routes that connect ideas with innovation. This step involves:

Exploring different types of pathways (direct, supplemental, modification, tangential)
Considering practical constraints such as time, budget, and acceptable risk
Identifying the most promising routes for your specific situation

By creating these pathways, you establish a framework for guiding your ideation efforts in a focused and productive manner.

Step 4: Generating IdeasWith a clear problem statement, appropriate problem-solving style, and defined creative pathways, you can now focus on generating ideas. This step includes:

Using various ideation techniques and tools
Encouraging a high volume of ideas while maintaining quality
Considering the chosen problem-solving style to guide ideation

The goal is to produce a diverse range of potential solutions that address the stated problem and align with your organization’s capabilities.

Step 5: Evaluating IdeasThe final step in the Targeted Innovation Process is to assess and select the most promising ideas for further development. This involves:

Screening ideas against predefined criteria
Combining multiple ideas to create stronger concepts
Selecting the most viable ideas for prototyping and testing

By carefully evaluating ideas, you ensure that only the most promising concepts move forward in the product development process.

Real-world Example: Innovating a Floor Cleaning SystemTo show how the Targeted Innovation Process works in practice, Terry shared a real-world example involving the development of an innovative floor cleaning system.

Getting to Know the CustomersThe product team started by doing extensive customer research, which included:

Interviewing 30 different customers from various parts of the industry
Conducting 90-minute one-on-one sessions with each customer
Using discussion guides and video recording to capture insights
Using competitive samples and 3D printed prototypes to help discussions

This thorough approach to customer research allowed the team to gain deep insights into user needs and pain points.

Key Findings and What Customers ValuedThrough their research, the team identified several key things that customers valued in a new floor cleaning system:

Tool durability
Ease of use
Risk reduction (fewer slip and fall accidents)
Simpler cleaning process
Appearance

These findings guided the development of the new product, ensuring that it addressed the most important customer needs.

Testing and Improving PrototypesBased on the initial research, the team developed prototypes for further testing:

Created “soft tools” (made from aluminum instead of steel) for beta testing
Gave prototypes to 12 customer locations for a 90-100 day trial period
Visited each location weekly to observe and collect feedback from users

This step-by-step approach to prototype testing allowed the team to refine their product concept based on real-world usage and feedback.

Unexpected Discoveries and New IdeasThrough the Targeted Innovation Process, the team discovered several unexpected innovations:

A universal holder system for easy replacement of parts that wear out
Improved appearance for use in customer-facing areas, addressing a need they hadn’t anticipated
Simplifying the cleaning process from three steps to two steps

These innovations show how powerful the Targeted Innovation Process can be in uncovering valuable product features that might not have been obvious at the start.

Making the Case for Innovation ProgramsWhile innovation is crucial for long-term success, innovation programs are often among the first to be cut when companies need to reduce costs. To justify and protect innovation initiatives, product managers need to show their value using appropriate measurements.

Ways to Measure Innovation SuccessHere are some key metrics to consider when justifying innovation programs:

Return on Ideas: Measure the value generated from implemented ideas compared to the resources invested in the innovation process.
Leading and Lagging Indicators:
- Leading: Expected revenue from ideas in development
- Lagging: Actual revenue generated from implemented innovations
Idea Quality Ratio: The number of ideas that make it into product development compared to the total number of ideas generated.
Vitality Index: The percentage of total sales that comes from new products (typically those launched within the past 3-5 years).

Why Innovation Matters for Future SuccessRecent studies highlight how important innovation is for organizational success:

According to a McKinsey study, 84% of executives say their future success depends on innovation.
The top 10% of companies earn twice as much revenue from products and services that didn’t exist a year ago compared to their competitors.

These findings show why it’s important to maintain strong innovation programs, even during challenging economic times.

ConclusionThe Targeted Innovation Process provides a practical framework for product managers to drive innovation within their organizations. By following this approach, product managers can:

Generate high-quality ideas that address real customer needs
Turn those ideas into valuable products more efficiently
Justify innovation programs using meaningful metrics

Useful links:* Connect with Terry and Jerry on LinkedIn

Innovation Quotes“The best way to predict the future is to invent it.” – Alan Kay

“The value of an idea lies in the using of it.” – Thomas Edison

Application Questions1. How can we improve our current innovation process to better align with the five steps of the Targeted Innovation Process? 2. What methods can we use to stay closer to our customers and gain deeper insights into their needs and challenges? 3. How can we create a balance between incremental and breakthrough innovation approaches in our organization? 4. What metrics are we currently using to measure the success of our innovation efforts, and how can we improve them based on the suggestions in this article? 5. How can we better integrate prototype testing and customer feedback into our product development process?

BioJerry Fix is an experienced Marketing and Product Management professional with Digital Transformation experience that has successfully launched new products and transformed teams in retail, distribution and OEM channels across a variety of markets. He has significant experience managing global organizations to develop and support products and brands, build communication strategies, and guide the commercialization of products and technologies. Jerry is also experienced in guiding teams through various digital transformations and agile processes. His areas of expertise include:

P&L management
Lean and Agile product development
Strategic Marketing
Account development and management
Financial Analysis
AI, IoT, Cloud analytics and UI/UX product development

Terry Carroll has been working in product management for the past 20+ years.  His background includes cross-functional experience in engineering, finance, pricing strategy, marketing and product leadership.  Terry has always been interested in understanding the interworking of business and how companies decide on what products/services to produce and market.  Working in product management has given him a front roll seat in being part of this process.  Terry has a bachelor’s degree in Finance and an MBA from Belmont University.

Terry has been fortunate to work on some really cool innovative product solutions during my career.  In the 2024 PMDA Innovation Conference in September, Jerry and Terry shared some excerpts from a new Product Management book they are working on and plan to publish in 2025.  The focus of their presentation was on practical innovation, and their book shares best practices in product management and is written from a practitioners’ point of view.

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Questions product managers ask me about how to improve innovationWatch on YouTubeTLDRProduct managers are pivotal in driving innovation within organizations. Today I’m answering common questions I get asked about product innovation and management, including:

Supply-side vs. demand-side innovation
The Business Model Canvas
Strategic planning
Portfolio management
Project selection criteria

I also discuss the importance of ongoing learning and professional growth for product managers. By mastering these areas, product managers can improve their skills, boost their influence, and contribute more effectively to their organization’s success.

Introduction: The Role of Product Managers in InnovationAs product managers, we’re at the forefront of innovation in our companies. We spot important ideas, uncover customer needs, turn concepts into products or features, and work to increase market share. But there’s more to innovation than just creating new products.

Innovation is the economic engine for organizations and a key source of new value. It’s about creating an innovation culture that drives growth and keeps companies competitive. In this article, we’ll explore key ideas and strategies to help you become a better product innovator and manager.

Supply-Side vs. Demand-Side Innovation: Finding the Right Mix One of the basic concepts in product innovation is understanding the difference between supply-side and demand-side innovation. Let’s break down these approaches and look at their pros and cons.

Supply-Side Innovation:* Creates new products or technologies based on the company’s expertise * Often results in “new-to-world” products * Usually needs a lot of R&D investment * Can lead to big breakthroughs but carries higher risk

Demand-Side Innovation:* Starts with customer needs and market research * Aims to solve existing customer problems * Generally carries lower risk as it addresses known market demands * Can lead to improvements or new products that better serve customers

While both approaches have their good points, demand-side innovation often has less risk and can lead to quicker success. However, a balanced approach that includes elements of both can be ideal for many companies.

Examples of Supply-Side Innovation:

| Product | Company | Outcome | | --- | --- | --- | | Post-it Notes | 3M | Accidental discovery of weak glue led to a widely used product | | Humulin | Eli Lilly | Synthetic insulin development that initially overshot market needs | | Electric Actuator | Caterpillar | Solution developed before a problem was identified, later found use in smaller excavators |

These examples show that while supply-side innovation can lead to revolutionary products, it often takes time to find the right market fit.

The Business Model Canvas: A Tool for Product InnovationThe Business Model Canvas is a valuable tool for product managers involved in innovation. It gives a complete view of how a product or business creates, delivers, and captures value. Let’s explore the nine key elements of the Business Model Canvas:

Customer Segments: Define the specific groups of customers you aim to serve
Channels: Identify how you’ll reach and communicate with your customers
Customer Relationships: Determine the type of relationship you want to have with each customer segment
Value Proposition: Explain the unique value your product offers to solve customer problems
Key Partners: List the external partners crucial to your success
Key Activities: Outline the most important actions your company must take to operate successfully
Key Resources: Identify the most important assets required to make your business model work
Cost Structure: Describe all costs incurred to operate your business model
Revenue Streams: Detail how your company will make money from each customer segment

Using the Business Model Canvas in product management can help you:

Align your product strategy with overall business goals
Spot potential gaps or inconsistencies in your product plan
Improve cross-functional teamwork and communication
Refine your product concept based on a complete view of the business

Strategy in Product Innovation: Aligning with Company GoalsTo be effective product innovators, we need to understand how our work fits into the broader company strategy. Let’s look at the strategy hierarchy and how it relates to product innovation:

Mission, Vision, and Values: The basic elements that define the company’s purpose and direction
Corporate Strategy: The overall plan for achieving competitive advantage and meeting company goals
Business Strategy: Specific strategies for individual business units or product lines
Innovation Strategy: The approach to creating new products, services, or processes that align with corporate and business strategies

As product managers, we mainly work at the innovation strategy level. However, it’s important to understand how our work supports and aligns with higher-level strategies.

The Miles and Snow Strategy Model offers another view on company approaches to innovation:

| Strategy Type | Description | Innovation Approach | | --- | --- | --- | | Prospector | First-to-market with new products or technologies | High investment in R&D, focus on breakthrough innovations | | Analyzer (Fast Follower) | Quickly adopts and improves upon successful innovations | Strong market research, focus on customer insights and incremental improvements | | Defender | Maintains market share in stable niches | Focuses on efficiency and incremental improvements to existing products | | Reactor | Responds only when forced by competitive pressures | Limited proactive innovation, reactive improvements to maintain relevance |

Understanding your company’s strategic approach can help you align your product innovation efforts more effectively.

Case Study: Apple as an Analyzer (Fast Follower)While Apple is often seen as a highly innovative company, its success comes more from its role as an analyzer or fast follower. Apple excels at taking existing concepts and greatly improving them:

Macintosh: Improved upon existing personal computer concepts with a user-friendly graphical interface
iPod: Enhanced the MP3 player experience with sleek design and seamless music management (iTunes)
iPhone: Revolutionized the smartphone market by refining and integrating existing technologies

This approach allows Apple to learn from others’ mistakes, focus on user experience, and bring highly polished products to market.

Portfolio Management: Balancing Innovation InvestmentsEffective portfolio management is crucial for companies to allocate resources efficiently and maximize the value of their innovation efforts. Here are some methods for structuring innovation portfolios:

Strategic Buckets: Allocate resources to different categories of projects
Three Horizons Approach: Balance investments across core, adjacent, and transformative innovations
Business Unit Organization: Align innovation efforts with specific business unit objectives

Example of Strategic Buckets Allocation:

| Project Type | Resource Allocation | | --- | --- | | Breakthrough Projects | 10% | | Platform Development | 10% | | Derivative Products | 20% | | Support and Incremental Improvement | 60% |

This allocation ensures a balance between maintaining current products and investing in future growth opportunities.

Project Selection Criteria for InnovationChoosing the right projects for your innovation portfolio is critical. Here are key criteria to consider:

Strategic fit with company objectives
Sales potential and market size
Competitive landscape
User experience and customer value
Technical feasibility and complexity
Financial metrics (e.g., ROI, NPV)
Resource requirements
Risk assessment

Various methods can help in project selection, such as the Analytical Hierarchy Approach or the Selenese Factors model, which considers:

Strategic fit
Strategic leverage
Technical feasibility
Market desirability
Reward to the company

By using a structured approach to project selection, you can ensure that your innovation efforts align with company goals and have the highest potential for success.

Continuous Learning and Professional Development for Product ManagersTo stay at the forefront of product innovation and management, it’s essential to engage in ongoing learning and professional development. The Product Development and Management Association (PDMA) offers valuable resources and certification programs for product managers.

The Rapid Product Master Experience (RPM) is a comprehensive training program that covers seven research-backed knowledge areas for product mastery:

Strategy and portfolio management
Market research and customer insights
Innovation and new product development processes
Product lifecycle management
Product design and development tools
Launch and commercialization
Product management and leadership

By investing in your professional development and staying current with industry best practices, you can enhance your skills, increase your influence within your organization, and drive more successful product innovations.

Developing an Innovation CultureCreating a culture of innovation within your organization is crucial for long-term success. Here are some strategies to foster innovation:

Encourage risk-taking and learning from failures
Promote cross-functional collaboration
Provide time and resources for experimentation
Recognize and reward innovative ideas and efforts
Create channels for employees to share and discuss new ideas

By cultivating an environment that values and supports innovation, you can tap into the creative potential of your entire organization.

Measuring Innovation SuccessTo ensure your innovation efforts are on track, it’s important to establish and track key performance indicators (KPIs). Some relevant metrics for product innovation include:

Percentage of revenue from new products
Time to market for new products
Customer adoption and satisfaction rates
Return on investment (ROI) for innovation projects
Number of patents filed or granted
Employee engagement in innovation activities

Regularly reviewing these metrics can help you adjust your innovation strategy and improve outcomes over time.

ConclusionAs product managers, we play a vital role in driving innovation and creating value for our companies and customers. By understanding key concepts like supply-side vs. demand-side innovation, using tools like the Business Model Canvas, aligning with company strategy, and implementing effective portfolio management, we can significantly improve our product innovation outcomes.

Remember, the path to successful product innovation is not always straightforward. As the Cheshire Cat in Alice in Wonderland said, “If you don’t know where you’re going, any road will take you there.” By continually improving our skills, staying informed about industry trends, and applying best practices in product management, we can chart a clear course towards creating products that truly resonate with customers and drive company success.

Innovation Quote“If you don’t know where you’re going, any road will take you there.” – the Cheshire Cat, from Alice’s Adventures in Wonderland by Lewis Carroll

Application Questions1. How does your company currently balance supply-side and demand-side innovation? Are there opportunities to adjust this balance to improve innovation outcomes? 2. In what ways can you use the Business Model Canvas to enhance your current product development process? Are there any elements of the canvas that you typically overlook? 3. How well does your product innovation strategy align with your company’s overall strategy? What steps can you take to improve this alignment? 4. Evaluate your company’s approach to portfolio management. Are you effectively balancing investments across different types of innovation projects? How might you improve resource allocation? 5. What criteria does your company use for project selection in innovation? Are there any important factors missing from your current evaluation process?

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Why market research is product managers’ secret ingredient for successful productsWatch on YouTubeTLDRMarket research is a key part of product development and management. In this episode, Chip Chonym explains why market research matters throughout the innovation process, discussing both qualitative and quantitative methods. He covers the “double diamond” approach, how to talk about value, pricing strategies, and how market research helps make smart decisions. Chip emphasizes that product managers should see market research as an ongoing process and provides practical tips for doing effective research.

IntroductionIn the world of product management and innovation, market research is like a compass. It guides product managers through the complex landscape of what customers need, want, and how they behave. Chip digs into the world of market research, exploring why it’s important, how to do it, and how to use it when developing products.

Why Market Research Matters in Product DevelopmentMarket research is one of the seven key areas of knowledge that make up Product Mastery, according to the Product Development and Management Association (PDMA). It’s important because it helps uncover what customers need and want, even if they don’t know it themselves. This information is gold for creating successful new products.

Understanding how different areas of knowledge work together is crucial for product managers. Market research doesn’t exist in a bubble; it connects with and informs other parts of product development, like creating strategies, how teams work together, and understanding the bigger business picture. This holistic approach ensures that decisions about products are based on a full understanding of both the market and the broader business context.

Market Research: An Ongoing JourneyOne big misconception about market research is that it’s a one-time thing. In reality, effective market research is an ongoing process that continues throughout a product’s life. From the first idea to checking how well it’s doing after launch, market research plays a vital role at every stage.

The Double Diamond Approach in Market ResearchThe “double diamond” approach is a helpful way to understand how market research works in product development:

Diamond PhaseWhat It MeansResearch ActivitiesFirst Diamond – DiscoverExploring widely to understand the problemWatching customers, open-ended interviewsFirst Diamond – DefineNarrowing down to specific problemsDefining the problem, identifying customer groupsSecond Diamond – DevelopComing up with lots of potential solutionsTesting concepts, evaluating prototypesSecond Diamond – DeliverRefining and implementing the chosen solutionTesting with users, validating in the marketThis approach emphasizes the importance of alternating between thinking broadly (exploring) and focusing in (refining) throughout the research process.

Qualitative Research: Getting to Know Your CustomersQualitative research methods provide rich, detailed insights into how customers behave, what motivates them, and what problems they face. These methods are especially valuable in the early stages of product development when you’re still trying to understand the problem.

Key Qualitative Research Methods Ethnography: Observing customers in their natural environment to gain real insights into their behaviors and needs. * One-on-One Interviews: In-depth conversations with individual customers to explore their experiences and perspectives. * Small Group Sessions:* Discussions with 3-4 participants, encouraging dynamic interactions and idea generation.

Small group sessions are often more valuable than traditional focus groups. In smaller groups, people feel more comfortable challenging each other’s ideas, leading to more honest and insightful discussions.

For example, a product manager developing a new project management tool might conduct small group sessions with team leaders from different industries. These sessions could reveal unexpected pain points in current tools and spark ideas for innovative features.

Quantitative Research: Measuring What MattersWhile qualitative methods provide depth, quantitative techniques offer breadth and statistical reliability. These methods are particularly useful in later stages of product development when you need to test specific concepts or refine your ideas.

Essential Quantitative Research Tools Conjoint Analysis: A statistical technique that determines how people value different features that make up a product or service. * MaxDiff (Maximum Difference Scaling): A method for understanding customer preferences by making them choose between different options. * Surveys:* Structured questionnaires that can reach many respondents, providing statistically significant data.

These quantitative methods allow product managers to make data-driven decisions about product features, pricing, and market positioning.

For instance, a company developing a new smartphone might use conjoint analysis to understand how much customers value different features like battery life, camera quality, or screen size. This information could help prioritize which features to focus on in the final product.

Talking About Value: The Art of Communication in Market ResearchOne of the challenges in market research is translating product features into benefits and value for customers. Engineers and product developers often focus on the technical aspects of a product, but customers are mainly interested in what they get out of it.

Effective market research requires crafting questions and descriptions that resonate with customers. This involves:

Focusing on benefits rather than features
Using language that customers understand and relate to
Presenting concepts in terms of the problems they solve or the value they provide

For example, instead of asking customers about a “5000mAh battery,” you might ask about their frustrations with battery life and how a phone that lasts two full days without charging might change their daily routine.

Pricing Strategies for New Products: Beyond Cost-Based ApproachesPricing is a critical part of product strategy, and market research plays a vital role in determining the right price. Many product managers and engineers default to cost-based pricing, but this approach often leaves money on the table and fails to capture the true value of innovative products.

Key Considerations in Value-Based Pricing Differential Value: Understanding what makes your product different from alternatives in the market. * Customer Segmentation: Identifying the specific groups of customers who value your product’s unique benefits. * Willingness to Pay: Determining how much customers are willing to pay for the value your product provides. * Portfolio Pricing:* Considering how your product fits into your overall product lineup and pricing strategy.

Value-based pricing requires a deep understanding of customer needs, market dynamics, and competitive positioning. Market research provides the insights necessary to implement this more sophisticated pricing approach.

Case Study: The Mechanical Pencil ExampleTo illustrate the principles of value-based pricing and market research, let’s consider the example of a mechanical pencil. At first glance, it might seem challenging to differentiate or price such a common product. However, by applying market research techniques, we can uncover opportunities for innovation and value creation.

Steps in Researching and Pricing a Mechanical Pencil1. Identify Differentiation Factors: Comfort during extended use, reliability of lead advancement mechanism, eraser quality and longevity. 2. Understand Target Customer Segment: Professional artists, architects, or students who use pencils extensively and value precision and comfort. 3. Determine Willingness to Pay: Through techniques like conjoint analysis, assess how much target customers would pay for specific improvements in comfort, reliability, or functionality.

By focusing on the specific needs of a target segment and the value provided by unique features, it’s possible to justify a premium price for what might otherwise be considered a basic product. For instance, a mechanical pencil designed for architects might command a much higher price than a standard pencil due to its precision, comfort during long drafting sessions, and specialized features like integrated scale rulers.

The Power of “Why” in Market ResearchThroughout the market research process, the most powerful question a product manager can ask is “why?” Understanding the underlying motivations, frustrations, and desires of customers is key to developing truly innovative products.

The “why” question applies at multiple levels:

Why do customers choose one product over another?
Why do they perform certain tasks in a particular way?
Why do they value certain features or benefits?

By consistently probing deeper with “why” questions, product managers can uncover insights that lead to breakthrough innovations and products that truly resonate with customers.

For example, when researching a new coffee maker, asking “Why do you prefer your current brand?” might reveal that it’s not just about the taste of the coffee, but also about the ritual of preparation or the aesthetic appeal of the machine in their kitchen.

Balancing Qualitative and Quantitative Research MethodsEffective market research requires a balance between qualitative and quantitative methods. Each approach has its strengths and limitations, and the most robust insights often come from combining both types of research.

Complementary Roles of Qualitative and Quantitative ResearchResearch TypeStrengthsLimitationsQualitativeRich, detailed insights; Discovery of unexpected issuesLimited sample size; Potential for researcher biasQuantitativeStatistical reliability; Large sample sizesMay miss context or underlying motivationsProduct managers should strive to leverage the strengths of both approaches, using qualitative methods to explore and generate hypotheses, and quantitative methods to validate and quantify findings.

Adapting Research Techniques to Specific SituationsThere’s no one-size-fits-all approach to market research. The specific techniques and methodologies used should be tailored to the product, market, and stage of development. Factors to consider include:

The maturity of the market and product category
The complexity of the product or service
The target customer segment (e.g., consumers vs. businesses)
Available resources and timelines

Product managers must be flexible and creative in their research approaches, adapting methodologies to fit the unique needs of each project. For instance, researching a new B2B software product might involve in-depth interviews with IT decision-makers, while a consumer snack food might rely more heavily on taste tests and quantitative surveys.

The Role of Market Research in Making Smart DecisionsUltimately, the goal of market research is to enable better business decisions. By providing data-driven insights into customer needs, market trends, and competitive dynamics, market research empowers product managers to:

Prioritize features and development efforts
Identify new market opportunities
Optimize pricing and positioning strategies
Reduce risks associated with product launches

When integrated into the product development process, market research becomes a powerful tool for reducing uncertainty and increasing the likelihood of market success.

For example, a company developing a new line of athletic wear might use market research to identify which features (moisture-wicking, odor control, eco-friendly materials) are most important to their target customers. This information could guide product development, marketing messages, and pricing strategies.

ConclusionMarket research is not just a set of tools and techniques; it’s a mindset that puts the customer at the center of product development. By embracing market research throughout the innovation process, product managers can:

Develop products that truly meet customer needs
Make more informed decisions about product strategy
Reduce the risk of product failure
Create sustainable competitive advantages

As the business world continues to change, the importance of market research in product management will only grow. Product managers who master these techniques and integrate them into their development processes will be well-positioned to create successful, customer-centric products.

Remember, effective market research is an ongoing process, not a one-time event. By continuously seeking to understand your customers and market, you can stay ahead of trends, anticipate needs, and create products that truly resonate with your target audience.

Useful links:* Check out AMG Research

Innovation Quote“What is your why?” – Simon Sinek

Application Questions1. How does your organization currently use market research in product development? Are there opportunities to make it more of an ongoing, iterative process 2. Think about a recent product launch or feature development. How might the outcome have been different if you had applied some of the market research techniques discussed in this article? 3. Consider your current pricing strategy. How could you use market research to move towards a more value-based approach? What information would you need to gather? 4. Reflect on a time when you were surprised by customer feedback or market reception to a product. How could better market research have helped anticipate or prevent this surprise? 5. How can you better balance qualitative and quantitative research methods in your product development process? Are there areas where you’re relying too much on one type of research?

BioChip Chomyn is the President and Managing Principal at AMG Research, a research-based consulting and insights company based in Pittsburgh, PA. Chip brings more than 20 years experience in marketing and sales and, over that time, has been involved in more than 1,000 market research studies. He has degrees in Bioengineering and Mechanical Engineering, which explains in part his special interest in helping medical and industrial businesses in new product development, pricing, segmentation, and market analysis.

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The future of culture and teams in the age of AI – for product managersWatch on YouTubeTLDR:AI is reshaping how we work, especially in product management. In this episode, Tiffany Price explains how AI affects workplace culture, team dynamics, and leadership. Key points include:

Adapting organizational values for the AI era
Building psychological safety in AI-augmented teams
Embracing vulnerability to drive innovation
Managing employee concerns about AI integration
Upskilling teams to work effectively with AI
Balancing human skills with AI capabilities
Enhancing team culture in hybrid work environments

Product leaders will find strategies to navigate these changes and prepare their teams for an AI-driven future.

IntroductionArtificial intelligence (AI) is changing how we work, especially in product management. As AI tools become more common, product leaders face new challenges in managing teams, fostering innovation, and maintaining a positive work environment. In this episode, Tiffany Price explains how AI impacts workplace culture, team dynamics, and leadership strategies, offering insights for product managers in this evolving landscape.

The Impact of Generative AI on Workplace CultureGenerative AI, like ChatGPT, is a hot topic in many organizations. It has the potential to change how we work, automate tasks, and enhance human capabilities. This creates both excitement and uncertainty among employees and leaders.

Uncertainty and Ambiguity in AdoptionIntegrating generative AI into existing work processes isn’t always straightforward. Organizations are trying to figure out how to use these technologies effectively while keeping employees productive and motivated. This uncertainty can lead to:

Employees worrying about their job security
Challenges in defining new roles and responsibilities
Difficulties in measuring performance when AI is involved

Predictions for the Future of WorkRecent research has highlighted some interesting predictions for how AI might change work:

PredictionTimeframePotential ImpactSmart robots outnumbering frontline workersBy 2028Big changes in manufacturing, retail, and logistics industries1000% increase in unionization among knowledge workersBy 2028Shift in power dynamics and employee representation in tech and other knowledge-based sectorsThese predictions show that product leaders need to prepare for significant changes in how teams are structured and how employees are represented.

Cultural Challenges in the AI EraBringing AI into the workplace creates several cultural challenges that product leaders must address:

Fear and Uncertainty Among EmployeesAs AI capabilities grow, many employees worry about losing their jobs or facing big changes in their roles. This anxiety can lead to:

Resistance to using AI tools
Lower productivity and engagement
Increased turnover as employees look for jobs they perceive as more secure

Need for Transparency in Job TransformationTo address these fears, organizations need to be open about how AI will change job roles and responsibilities. This includes:

Clearly explaining the organization’s AI strategy
Regularly updating employees on how AI is being integrated into work processes
Having open discussions about the skills employees need to develop to work alongside AI

Alignment with Organizational ValuesAs AI changes how work is done, organizations may need to revisit and update their core values. This might involve:

Redefining what teamwork means when AI is part of the team
Emphasizing the importance of human creativity and critical thinking
Including ethical considerations about AI use in the organization’s values

Leadership in the Age of AIIntegrating AI into product development and management requires leaders to adapt their approaches:

Role of Executives and C-suiteSenior leaders must:

Develop a clear vision for how AI will be used in the organization
Allocate resources for adopting AI and training employees
Show adaptability and openness to AI-driven changes

Importance of Middle ManagementMiddle managers play a crucial role in successfully integrating AI:

Training teams to work effectively with AI tools
Overseeing how AI is used in day-to-day operations
Building high-performing teams that combine human and AI capabilities

Shift from Industrial Age MindsetLeaders need to move away from top-down, command-and-control styles towards more flexible approaches that:

Encourage trying new things and learning from mistakes
Promote collaboration across different departments
Value human skills that complement what AI can do

Building a Positive Culture in the AI EraTo thrive in the age of AI, organizations need to create a positive culture that embraces new technology while valuing human contributions:

The Three T’s: Trust, Transparency, and Training* Trust: Create an environment where employees feel secure in their roles and valued for their unique skills * Transparency: Keep communication open about AI initiatives and how they affect the workforce * Training: Provide ongoing opportunities for employees to learn AI-related skills

Importance of Employee Experience and Value PropositionAs work changes, organizations must:

Redefine what they offer employees to attract and keep talent in an AI-driven workplace
Focus on creating positive experiences that blend human interaction with AI-enabled efficiencies
Emphasize the unique contributions that human workers make alongside AI tools

Evolving Organizational ValuesOrganizations should:

Review and update their values to reflect the integration of AI
Ensure that values are put into practice, not just written on a wall
Develop specific behaviors that show these values in action in an AI-augmented workplace

Risk Tolerance and Embracing FailureTo foster innovation in an AI-driven environment, organizations should:

Encourage calculated risk-taking and experimentation with AI technologies
View failures as opportunities to learn and gather valuable data
Create a culture where teams feel comfortable trying new approaches and sharing both successes and setbacks

Psychological Safety in TeamsBuilding psychological safety is essential for teams working with AI:

Encourage open discussion of concerns and ideas related to AI integration
Create an environment where team members feel comfortable asking questions and admitting when they don’t know something
Recognize and value different perspectives on AI adoption and use

Strategies for Enhancing Team CultureAs AI transforms work processes, product leaders must adapt their strategies for building and maintaining strong team cultures:

Building Connections in Remote and Hybrid EnvironmentsWith many teams now working remotely or in hybrid settings, leaders should:

Prioritize virtual team-building activities
Encourage informal virtual interactions to replicate casual office conversations
Use AI tools to facilitate better communication and collaboration across distributed teams

Importance of Informal Conversations and Ad Hoc InteractionsTo preserve the benefits of spontaneous interactions in a more structured digital environment:

Create virtual spaces for casual conversations
Encourage the use of instant messaging for quick questions and idea-sharing
Schedule regular “open office hours” for team members to drop in and chat

Balancing In-Person and Virtual CollaborationAs teams adopt hybrid work models, it’s important to:

Make the most of in-person time for activities that benefit from face-to-face interaction, such as brainstorming and team building
Use AI tools to enhance virtual collaboration, making remote work more effective
Regularly assess and adjust the balance between in-person and virtual work based on team needs and project requirements

For example, one product manager mentioned in the podcast that they now use their in-office days primarily for collaborative activities and ideation sessions, reserving focused individual work for remote days.

Addressing Generational Differences in Workplace PreferencesWith multiple generations in the workforce, leaders should:

Recognize and accommodate different preferences for technology use and communication styles
Create mentoring opportunities that allow for knowledge sharing between generations
Develop flexible work arrangements that cater to diverse needs and preferences

Interestingly, the podcast highlighted that younger generations often prefer more in-office time, valuing the opportunity to learn from more experienced colleagues through informal interactions.

The Role of Vulnerability in InnovationEmbracing vulnerability is increasingly recognized as a key factor in fostering innovation and creativity in AI-driven workplaces:

Shift Towards More Open and Transparent LeadershipLeaders should:

Model vulnerability by admitting when they don’t know something and seeking input from team members
Create an environment where asking questions and expressing uncertainty is encouraged
Share personal experiences of adapting to AI-driven changes

Generational Differences in Approaching Vulnerability* Recognize that younger generations may be more comfortable with open discussions about mental health and personal challenges * Provide training and support for older generations to develop comfort with vulnerability in the workplace * Create opportunities for cross-generational dialogue to bridge different approaches to vulnerability

Tiffany shared an example of a leader who started team meetings with a brief check-in question unrelated to work, such as “What are you looking forward to this weekend?” Initially skeptical, they found that this practice significantly improved team dynamics and collaboration over time.

Preparing for the Future of WorkAs AI continues to reshape the workplace, product leaders must focus on preparing their teams for ongoing change:

Continuous Learning and Adaptation* Foster a culture of lifelong learning, encouraging employees to continuously update their skills * Provide resources and time for employees to explore new AI technologies and their applications * Recognize and reward employees who demonstrate adaptability and willingness to learn

Balancing Human Skills with AI Augmentation* Identify and cultivate uniquely human skills that complement AI capabilities, such as emotional intelligence and creative problem-solving * Develop strategies for effective human-AI collaboration in product development processes * Regularly assess the balance between AI-driven tasks and those requiring human judgment

Importance of Critical Thinking in Working with AI Tools* Train employees to critically evaluate AI-generated outputs and recommendations * Encourage the development of skills in data interpretation and ethical decision-making * Create processes for human oversight and intervention in AI-driven workflows

Tiffany highlighted an example where a product manager asked an AI tool to summarize content from a book, but the AI made a mistake. The manager politely pointed out the error and asked the AI to reread the section, resulting in a much-improved summary. This underscores the importance of human oversight and critical thinking when working with AI tools.

ConclusionThe integration of AI into product management and development processes presents both challenges and opportunities for organizational culture and team dynamics. By focusing on transparency, adaptability, and human-centric values, product leaders can create resilient, innovative teams capable of thriving in an AI-augmented workplace. As we move forward, the ability to balance technological advancement with human skills and creativity will be key to success in the evolving landscape of product management.

Useful links: Check out Tiffany’s website * Check out Top of the Mountain Leadership* * Connect with Tiffany on LinkedIn

Innovation Quote“Vulnerability is the birthplace of innovation, creativity, and change.” – Brené Brown

Application Questions1. How can our product team use AI tools to improve collaboration and productivity while maintaining strong human connections? 2. What specific steps can we take to build trust and psychological safety within our team as we integrate more AI into our workflows? 3. How might we need to adapt our leadership style and communication strategies to effectively manage a team that includes both human members and AI assistants? 4. What uniquely human skills should we focus on developing within our team to complement and enhance our use of AI in product development? 5. How can we create a culture of continuous learning and adaptation that keeps pace with the rapid advancements in AI technology?

BioTiffany Prince is an international speaker, a consultant, a coach, and the owner of Prince Performance. She helps organizations with change management techniques and business strategy processes. Tiffany has also analyzed, designed and delivered customized leadership and learning programs, enabling organizations to meet critical strategic goals.

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A guide to successful product launches – for product managersWatch on YouTubeTLDRThe LAUNCH framework, created by James Whitman, offers a complete approach to successful product launches. It has six main parts: Listen to your clients, Assess the opportunity, Unify the team, Navigate the launch, Control the risks, and Hone the process. This framework helps solve common problems in product launches by encouraging teamwork, constant improvement, and strategic planning. By using the LAUNCH framework, companies can improve how they bring products to market, reduce launch failures, and make their product launch processes better over time.

The LAUNCH FrameworkLaunching a new product successfully is a big challenge for many companies. More than half of B2B product launches don’t reach their financial goals. This shows that companies need a well-planned approach to product launches. The LAUNCH framework, developed by James Whitman, helps organizations bring new products to market more effectively.

In this article, we’ll explore the LAUNCH framework in detail. We’ll provide insights and practical tips for product managers and leaders who want to improve their launch strategies. We’ll cover each part of the framework, discuss common challenges, and offer best practices for putting it into action.

Understanding the LAUNCH FrameworkThe LAUNCH framework has six main parts:

L – Listen to your clients
A – Assess the opportunity
U – Unify the team
N – Navigate the launch
C – Control the risks
H – Hone the process

Each part deals with specific aspects of the product launch process, providing a complete approach to launch management. Let’s explore each element in detail.

Listen to Your ClientsListening to clients effectively is the foundation of successful product launches. Many companies struggle with this step, falling into common traps that can derail their launch efforts.

Common mistakes in client listening:

Not talking to enough clients
Only focusing on the happiest clients
Relying on outdated experience
Building features for just one specific client

To avoid these mistakes, companies should use best practices for client listening:

Best PracticeDescriptionInvolve product leaders in client interactionsFollow Bloomberg’s approach of having product leaders participate directly in client meetings and discussionsCreate a sales cabinetForm a group of experienced salespeople to help with early product design and provide market insightsSet up regular client feedback systemsCreate organized ways to gather and analyze client feedback throughout the product development processBy making client listening a priority, companies can make sure their products meet market needs and solve real customer problems.

Example: Bloomberg’s Approach to Client ListeningBloomberg, a financial software and media company, has an effective way of listening to clients. They make product leaders part of their service model. Once a year, clients get to meet with a senior product manager to discuss their priorities. This approach has several benefits:

It gives product managers direct access to client feedback
It helps build stronger relationships with clients
It allows product managers to gather insights from many different clients
It makes it easier for product managers to get time with clients, without having to go through the sales team

This method helps Bloomberg create products that truly meet their clients’ needs.

Assess the OpportunityAssessing opportunities is a critical step in the launch process, but it often comes with challenges:
Personal biases that affect judgment
Discussions that focus on conflict rather than collaboration
Too much data that makes it hard to find useful insights

To overcome these challenges and assess opportunities effectively, companies should focus on:

Reducing bias by using structured decision-making processes
Encouraging cooperative, growth-focused discussions among team members
Setting specific, date-based targets and milestones for the launch

By using these practices, product teams can make better decisions about which opportunities to pursue and how to position their products in the market.

Unify the TeamWorking together across different departments is essential for successful product launches. However, many companies struggle with departments that don’t communicate well and trust issues, especially between product and sales teams.

To bring the team together and improve launch results, consider these strategies:

Create launch teams with members from product, sales, marketing, and other relevant departments
Address trust issues directly through open communication and shared goals
Use the strengths of different departments, taking advantage of each team’s unique expertise
Use collaborative tools and processes to make communication and information sharing easier

By encouraging a unified approach to product launches, companies can ensure that all team members are working towards the same goals.

The Sales CabinetOne effective way to unify the team is by creating a “sales cabinet.” Here’s how it works:

The product manager asks the head of sales to choose a few experienced salespeople for a special assignment
These salespeople become part of a group that helps with early product design
The sales cabinet provides valuable market insights to the product team
This approach helps build better relationships between the product and sales teams
It gives salespeople a chance to contribute to product development, making them more invested in the product’s success

By creating a sales cabinet, companies can improve communication between departments and create better products that meet market needs.

Navigate the LaunchThe actual launch phase is a crucial moment in the product’s life. To navigate this phase successfully, companies should focus on:
Building excitement and anticipation around the launch day
Implementing a fast-paced schedule with daily and weekly activities
Continuously listening to market feedback and adjusting strategies as needed
Considering different launch approaches, such as phased or soft launches, depending on the product and market conditions

A well-executed launch can set the stage for long-term product success and help companies gain an advantage over their competitors.

The Importance of Launch DayJames Whitman emphasizes that the launch day should be a big deal for the entire company. Here’s why:

It marks the start of a new growth opportunity for the company
It’s the result of significant investment in time and resources
It’s a chance to create excitement among employees and customers
It sets the tone for how the market will perceive the new product

To make the most of launch day, companies should:

Create a sense of anticipation within the company
Prepare all departments for their roles in the launch
Plan special events or communications to mark the occasion
Ensure that customer support and sales teams are ready to handle inquiries

By treating the launch day as a significant event, companies can generate momentum and enthusiasm for the new product.

Control the RisksManaging risks is a crucial part of product launches. Companies must be ready to identify, assess, and reduce various risks throughout the launch process.

Key strategies for controlling risks include:

Staying flexible in launch strategies to adapt to changing market conditions
Using a phased approach to market release, starting with a smaller target audience and expanding gradually
Continuously assessing and adjusting based on market feedback
Developing backup plans for potential problems or setbacks

By actively managing risks, companies can increase their chances of a successful launch and minimize potential negative impacts on the business.

The Importance of FlexibilityWhitman emphasizes the need for flexibility in product launches. Here’s an example of how this might work:

A company plans to launch a new software product with a specific set of features
They start with a small group of beta testers
Based on feedback, they realize that one feature isn’t as valuable as they thought, but users want a different feature they hadn’t considered
Instead of sticking to the original plan, they adjust the product before the full launch
This flexibility allows them to launch a product that better meets market needs

By staying flexible and responsive to feedback, companies can reduce the risk of launching a product that doesn’t meet customer needs.

Hone the ProcessThe final part of the LAUNCH framework focuses on continuous improvement. This involves:
Refining the current product based on market feedback
Improving the launch process itself for future products
Establishing consistent performance metrics to track progress and identify areas for improvement
Creating a culture of learning and adaptation within the company

By continuously improving both the product and the launch process, companies can build a competitive advantage and increase their success rates over time.

Implementing the LAUNCH Framework: Best Practices and ConsiderationsTo effectively implement the LAUNCH framework in your company, consider these best practices:

Align with Strategic GoalsMake sure your product launch strategy fits with your company’s overall goals. This alignment helps prioritize resources and gain support from senior leadership.
Invest in Cross-Functional TrainingProvide training opportunities for team members to build skills across different areas. This can improve collaboration and reduce communication barriers within the company.
Use TechnologyImplement project management and collaboration tools to make communication easier and streamline the launch process across teams.
Establish Clear MetricsDefine clear success metrics for each launch and track them consistently. This data-driven approach can help identify areas for improvement and inform future launch strategies.
Foster a Culture of InnovationEncourage experimentation and learning from failures. Create an environment where team members feel comfortable sharing ideas and taking calculated risks.
Continuously Gather and Act on FeedbackImplement systematic processes for gathering feedback from customers, partners, and internal stakeholders throughout the launch process and beyond.
Develop a Launch PlaybookCreate a standardized launch playbook that outlines key processes, templates, and best practices. This resource can help ensure consistency across launches and make it easier to onboard new team members.

ConclusionThe LAUNCH framework provides a complete approach to product launch management, addressing key challenges and offering practical strategies for success. By focusing on client listening, opportunity assessment, team unification, launch navigation, risk control, and process improvement, companies can significantly enhance their product launch outcomes.

Implementing the LAUNCH framework requires commitment, cross-functional collaboration, and a willingness to continuously learn and adapt. Its benefits – including improved go-to-market strategies, reduced launch failures, and optimized product launch processes – make it a valuable investment for companies looking to gain a competitive edge in today’s dynamic market landscape.

As you consider implementing the LAUNCH framework in your company, remember that success often comes from consistent application and gradual improvement. Start by focusing on one or two areas where you see the greatest opportunity for improvement, and slowly expand your efforts as you build momentum and gain support from stakeholders.

By embracing a structured approach to product launches and fostering a culture of continuous improvement, your company can develop a lasting competitive advantage and drive long-term growth through successful product introductions.

Remember, the key to successful product launches lies in listening to your clients, assessing opportunities carefully, unifying your team, navigating the launch process strategically, controlling risks effectively, and continuously honing your approach. With the LAUNCH framework as your guide, you’ll be well-equipped to bring innovative products to market and achieve your business goals.

Useful links:* Check out LaunchCodeProject.com * Connect with James on LinkedIn

Innovation Quote“Growth is started internally as a strategic initiative but hired operationally.” – Leah Tharin

Application Questions1. How can we improve our client listening processes to gather more diverse and actionable feedback? 2. What strategies can we implement to better unify our cross-functional teams during product launches? 3. How can we build more flexibility into our launch strategies to better control risks and adapt to market feedback? 4. What metrics should we track to effectively measure the success of our product launches and improve our processes over time? 5. How can we create a culture that supports continuous improvement and learning from both successful and unsuccessful launches?

BioJames Whitman is the founder of Growth Guidepost which helps mission-driven leaders bring their visions into the world through product launch and commercialization support. He has dedicated his career to leveraging technology to solve pressing global challenges.

His diverse work includes launching businesses to drive post-Soviet economic development, supporting government leaders to speed the delivery of healthcare, bringing excluded groups into the tech workforce, and commercializing innovative technologies to improve the health of our oceans.

James held a series of senior commercial roles at Corporate Executive Board (Gartner) through its most dynamic growth period, where he successfully launched more than 20 new products and led the commercial integration of several acquisitions. He has led commercial organizations for ExecOnline, Catalyte, PeaceTechLab, and Oasis Marinas, generating value by creating repeatable commercial practices.

James holds an MBA and BA Honours from McGill University, a GC from the London School of Economics, and is a graduate of the Middlebury College Language School. He splits his time between Washington DC and Massachusetts with his wife Anna El-Eini, an accomplished fiction author who inspires him daily to strengthen his writing.

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Why product managers need to attend the longest running innovation conferenceWatch on YouTubeTLDRThe Product Development and Management Association (PDMA) Inspire Innovation Conference, on September 14-17, 2024 in St. Louis, MO, offers product managers and innovators a unique chance to grow professionally.

Why Professional Development Matters for Product ManagersFor product managers, ongoing learning is crucial. It helps you create products that customers love and that help businesses grow. The PDMA conference is a perfect place for this kind of learning. Attendees can discover the newest trends in product development, learn about innovation methods, and pick up best practices for managing products throughout their lifecycle.

PDMA: A Long History of Excellence in Product ManagementPDMA has been around since 1976, making it the oldest organization dedicated to product professionals. For nearly 50 years, PDMA has focused on sharing what works best in successful companies. It also helps bridge the gap between academic research and real-world application in product development.

How the Conference is Structured* JPIM Research Forum (Saturday and Sunday morning): This is where academics present their latest research * Bridge Session (Sunday afternoon): This connects academic ideas with industry applications * Inspire Innovation Conference (Monday and Tuesday): These are practical sessions for product professionals

Real-World Impact: How PDMA Helps Product ProfessionalsBill and Spike shared why they take the time to attend the PDMA Inspire Innovation Conference

Bill works at Boulder Imaging, a company that’s growing quickly. He’s used PDMA’s body of knowledge to improve two important areas:

Strategy: He’s implemented frameworks to align the company’s overall strategy with each department’s plans
Teams and Culture: He’s developed ways to keep teams focused and aligned during periods of significant growth

Bill shared an interesting experience from a past PDMA conference. In 2014, he attended a session about whiskeys. They were looking at how packaging compared to the actual value and taste of the product. This session showed Bill how important product presentation is. For example, they talked about Maker’s Mark whiskey. The company thought about lowering the alcohol content from 90 proof to 80 proof to meet increased demand, thinking people usually mix it with water or ice anyway. But this backfired because customers felt they were getting less value. It taught Bill that how customers perceive your product is just as important as what the product actually is.

Spike works in market research and is relatively new to product management. He’s found great value in PDMA’s focus on Voice of the Customer methods. The conference has helped him with:

Qualitative and quantitative market research techniques
Understanding consumer behavior beyond just looking at numbers
Implementing effective Voice of the Customer strategies in product development

Spike emphasized the value of the conference for newer product managers. You can dive deep into topics and actually talk to the speakers after their presentations. It’s not like watching a webinar where you can’t ask questions. You can sit down with experts and really understand the concepts.

Focused Journeys for AttendeesOne unique aspect of the PDMA conference is its journeys for attendees. These are tailored paths based on what people need and are interested in:

Ideation and Discovery: This journey explores how to come up with new ideas and understand what customers want
Development and Delivery: This focuses on how to launch products and manage them in a flexible way
Innovation Governance and Tools: This covers the tools and techniques for managing innovation effectively

These journeys help product managers and innovators learn practical skills they can use right away in their jobs.

Executive Innovation TrackFor senior product leaders, there’s a special Executive Innovation Track. This is designed for VPs, senior VPs, executive directors, and C-suite executives involved in product development and innovation. Led by industry experts, this track focuses on high-level strategy discussions and decision-making in product innovation.

Body of Knowledge BootcampFor those looking to advance their careers through certification, the conference offers a Body of Knowledge Bootcamp. This intensive session prepares attendees for the New Product Development Professional (NPDP) certification, which is well-respected in the field of product management.

Special Sessions and EventsThe PDMA conference isn’t just about presentations. It offers unique experiences and chances to network:

| Event | Description | | --- | --- | | Welcome Reception | A networking event with an AI-powered whiskey blending experience | | Offsite Excursion | A visit to Anheuser-Busch, offering insights into large-scale product innovation | | Half-Day Workshops | Sessions on Radical Product Thinking and AI Design Sprint | | Outstanding Corporate Innovator (OCI) Award | Recognizes top innovators in industry | | Global Student Innovation Challenge | Showcases new talent and fresh ideas in product innovation |

What Makes the PDMA Conference SpecialThe PDMA conference stands out from other product management conferences in several ways:

Practical, Useful KnowledgeAttendees gain insights and tools they can use right away in their jobs. The conference focuses on providing actionable strategies for planning product roadmaps, leading cross-functional teams, and managing product portfolios.

Diverse Industry PerspectivesWith participants from many different sectors, the conference offers a wide view of product innovation best practices. This diversity allows attendees to gain fresh perspectives and ideas they can adapt to their specific situations.

Friendly Setting for Meaningful ConversationsUnlike larger conferences where networking can be overwhelming, the PDMA conference provides an environment where it’s easy to have in-depth discussions and build relationships. Attendees have plenty of chances to talk with speakers, industry leaders, and peers in meaningful ways.

Balance of Academic Research and Practical ApplicationThe conference’s unique structure, bridging academic research with industry practice, ensures that attendees get a well-rounded perspective on product management and innovation. This balance helps product professionals stay informed about cutting-edge research while focusing on practical implementation.

Exposure to the Entire Product Management SpectrumFrom student innovations to award-winning corporate strategies, the conference covers all aspects of product management. This comprehensive approach helps attendees understand how product management practices have evolved and prepares them for future challenges in their careers.

The Power of Networking and Continuous LearningBoth Bill and Spike stress how important the networking opportunities are. The chance to talk directly with speakers, ask questions, and discuss ideas with peers from various industries provides invaluable learning experiences.

Bill mentioned how the conference setup encourages interaction. They intentionally set up the conference rooms with half-round tables. This naturally encourages people to sit with others they might not know, leading to great discussions before and after sessions.

Outstanding Corporate Innovator (OCI) AwardOne of the most valuable sessions at the conference is the Outstanding Corporate Innovator (OCI) Award presentation. This award recognizes companies that have shown consistent success in new product development and innovation.

Bill shared some insights about the OCI process. Companies that apply for this award go through a rigorous evaluation process. Bill recently visited one of the finalists, and they had spent hundreds of hours preparing for the site visit. They had almost 40 people involved in presenting different aspects of their innovation process. What’s really impressive is that many companies use this process as a way to improve their innovation capabilities, even if they don’t win the first time. PDMA has seen companies come back year after year, getting better each time based on the feedback they receive.

Past winners of this award include well-known companies like Cargill, Hershey’s, 3M, Church & Dwight, and Medtronic. The winning company shares its innovation journey and key insights into how they manage product development and innovation. This session provides attendees with real-world examples of successful innovation practices they can apply in their own organizations.

Global Student Innovation ChallengeAnother unique aspect of the PDMA conference is the Global Student Innovation Challenge. This event showcases the work of student teams from around the world, presenting their innovative product ideas.

This year, the competition included 125 students representing 15 universities, 19 professors, and 34 total teams from eight different countries.

Conference attendees get to vote for the winning teams, and the winners receive cash prizes to help further develop their ideas. This event not only provides students with valuable experience but also gives attendees a glimpse into emerging trends and fresh perspectives in product innovation.

Investing in Your Professional GrowthAttending the PDMA conference is an investment in your professional development and your organization’s success. By gaining new insights, expanding your network, and learning from industry leaders, you’ll be better equipped to drive innovation and create products that resonate with customers.

The conference provides a unique opportunity to:

Learn about the latest product development trends
Improve your skills in areas like agile product management and design thinking
Gain insights into effective product launch strategies
Understand how to better incorporate voice of the customer in your product development process
Learn about innovative product management tools and techniques
Improve your product portfolio management skills

ConclusionThe PDMA conference offers a unique blend of academic insights and practical application in product management and innovation. By attending, product professionals can enhance their skills, expand their network, and gain valuable insights to drive their careers and organizations forward.

Whether you’re new to product management or an experienced professional, the conference has something to offer. From the focused journey tracks to the executive innovation sessions, from the student innovation challenge to the outstanding corporate innovator award, the PDMA conference provides a comprehensive look at the state of product management and innovation.

Don’t miss this opportunity to be part of a community dedicated to advancing the field of product management and innovation. Join fellow product professionals in St. Louis this September to learn, network, and grow in your career.

Useful links: Register for the PDMA Inspire Innovation Conference * Use this discount code for Product Mastery Now listeners to get 10% off: 2024pmn10*

Innovation Quotes “I can’t spare this man. He fights.” – Abraham Lincoln,

“If you have always done it that way, it is probably wrong.” – Charles Kettering

Application Questions1. In what ways can you better integrate Voice of the Customer methodologies into your current product management practices? Consider how you might use both qualitative and quantitative research methods to gain deeper customer insights. 2. How might attending a conference like PDMA’s change your approach to cross-functional team leadership in product development? Think about how you could use the networking opportunities to learn from leaders in other industries.

BioWith over 10 years of experience in market research, Spike specializes in identifying opportunities and creating value through strategic planning and data insights. His passion lies in solving consumer problems, leveraging his expertise in economic analysis, data reporting, and strategic planning. Currently, I serve as a Product Manager at Portland Marketing Analytics, where he leads product development and research projects to enhance user experiences. His previous roles include retail sales at Sherwin-Williams and various leadership positions in the U.S. Coast Guard. He holds a Bachelor of Science in Economics from the University of Southern Maine.

Bill Reid has over 35 years of experience in all phases of product development, helping companies bring new products to the market. Over Bill’s career he has worked for many innovative large multi-national companies including Ford, General Electric Aircraft Engines, General Motors, and Covidien. Furthermore, Bill has had extensive involvement with companies as small as single entrepreneur start-up ventures. Throughout his career, he has found enjoyment in being able to teach others about innovation methods. Bill has worked as a consultant in product development and innovation for his company Immersed, since 2007. Currently, Bill is Vice President at Boulder Imaging and leads Boulder Imaging’s teams in hardware engineering, project management, production, global supply chain and professional services.

Bill is a certified New Product Development Professional and serves on the board of PDMA. Bill holds a Bachelor of Science degree in mechanical engineering from Rose-Hulman Institute of Technology and a Master of Science degree in aerospace engineering from the University of Cincinnati and is named as the inventor or co-inventor on 22 US patents.  Bill has self-published his own book on innovation, titled “Immersed in the Cave.” Bill’s passion for innovation and creativeness extends beyond the workplace to his hobbies, where he is an award-winning homebrewer who has had a beer featured at the Great American Beer Festival.

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How product managers should use the five-step model for creating team cultureWatch on YouTubeTLDR* Product managers often face the challenge of significant responsibilities without formal authority. * Creating a people-first culture is essential for gaining influence and driving innovation. * A five-step model helps build this culture: caring, trust, unity, accountability, and mentoring. * Recognizing the value in every team member and leveraging constraints can lead to significant innovations. * Clear purpose helps teams navigate complexity and maintain focus. * Mentoring is crucial for developing future leaders and sustaining a strong organizational culture.

Introduction: The Product Manager’s Unique ChallengeProduct managers often find themselves in a unique position: responsible for a company’s future success but lacking the formal authority to implement changes directly. This scenario is akin to steering a ship without having full command over the crew. The key to success in this role lies in the ability to influence and guide others effectively.

This is where the concept of a people-first culture becomes invaluable. It’s not just a trendy phrase – it’s a fundamental approach that can significantly enhance a product manager’s effectiveness. In this article, we’ll explore how to build this culture and use it to increase your influence, foster innovation, and create high-performing teams.

The Paradox: Technological Progress vs. Social DevelopmentBefore considering solutions, it’s worth examining a paradox: Why have we made such remarkable progress in technology while seemingly stagnating in our ability to work together effectively?

Consider the rapid advancement of technology in recent decades. We’ve progressed from basic mobile phones to sophisticated smartphones that function as portable computers. However, interpersonal challenges in the workplace remain largely unchanged from previous generations.

This disparity can be attributed to two key factors:

The physical world (including technology) operates on consistent, predictable principles. This consistency facilitates progress and innovation.
The social world (human interactions) lacks a universal set of governing rules. This variability makes progress in social realms less linear and more complex.

As product managers, we must navigate both these realms. Our role requires bringing people together to create innovative products. The challenge lies in fostering effective collaboration without a clear social framework to guide these interactions.

The Three Pillars of Leadership: Know, Do, BeEffective product managers are more than just idea generators or task managers. They are leaders who inspire and guide their teams. To excel in this leadership role, focus on these three key areas:

Know: Develop a comprehensive understanding of your product, market, and team dynamics.
Do: Take strategic actions to advance your product and support your team.
Be: Embody the leadership qualities that align with your values and organizational culture.

This framework provides a holistic approach to leadership, encompassing knowledge, action, and personal attributes.

The Five-Step Model for Cultivating a People-First CultureLet’s explore a five-step model for creating a culture where people are prioritized, leading to successful product development:

Care: Fostering Genuine ConcernEnvision a team where each member genuinely cares about their colleagues’ success. This forms the foundation of a people-first culture. When individuals feel valued, they’re more likely to take calculated risks, share innovative ideas, and exceed expectations.

Demonstrating care:* Inquire about team members’ lives outside of work. * Take note of important personal details and follow up on them. * Offer support when a colleague is facing challenges, even if not directly work-related.

Trust: The Catalyst for CollaborationTrust acts as a bridge between caring and effective teamwork. In an environment of trust, team members feel comfortable voicing their opinions, sharing unconventional ideas, and acknowledging mistakes. This openness is crucial for fostering innovation.

Building trust:* Maintain consistency between your words and actions. * Acknowledge when you’re uncertain or have made a mistake. * Respect confidentiality and avoid workplace gossip.

Unity: Synergy in ActionUnity, or “oneness,” refers to creating a team that achieves more collectively than the sum of individual efforts. It’s comparable to a well-coordinated sports team where every member works in perfect harmony.

Teams that achieve this level of unity can be 5-10 times more productive than average teams, significantly enhancing overall performance.

Characteristics of high-performing teams:* Aligned purpose and objectives * Transparent and honest communication * Mutual respect and support * Ability to engage in constructive disagreement

Accountability: Ensuring Follow-ThroughEven highly effective teams benefit from structure. Accountability ensures that all team members fulfill their commitments. It’s not about imposing penalties, but rather about supporting collective success.

Implementing effective accountability:* Establish clear expectations and deadlines. * Conduct regular progress check-ins. * Acknowledge successes and learn from setbacks as a team.

Mentoring: Investing in Future LeadersThe final step focuses on developing future leaders. Mentoring not only benefits individuals but also strengthens the entire organization.

Benefits of mentoring:

| For Mentors | For Mentees | | --- | --- | | Refine leadership skills | Gain insights from experienced professionals | | Gain fresh perspectives | Develop professional confidence | | Create a lasting impact | Expand professional network |

Implementing a People-First Approach in Product ManagementTo apply these principles in the practical world of product management, consider the following strategies:

Recognize potential in every team member: Approach each individual as a valuable contributor with unique strengths.
View constraints as opportunities: Instead of viewing limitations as obstacles, see them as catalysts for creative problem-solving.
Support personal and professional growth: Assist team members in achieving their individual goals, which in turn benefits the entire team.
Navigate complexity with purpose: Use a clear sense of purpose as a guiding principle during challenging times.

Case Study: Leveraging Constraints for InnovationConsider this real-world example of how embracing constraints can lead to significant innovations:

A software company faced a major industry shift from text-based to graphical interfaces. Their primary competitor assigned 100 people to develop a next-generation product. Due to recent downsizing, our subject company had only five team members available for this crucial project.

Rather than conceding defeat, they adopted a creative approach. Recognizing they couldn’t build everything from scratch, they sought existing tools they could leverage. They discovered Microsoft’s Visual Basic, a new tool at the time that wasn’t yet considered for serious development work.

By thinking innovatively and working within their limitations, this small team of five managed to launch their product within 30 days of their much larger competitor. The outcome was remarkable: their company experienced 600% growth over the subsequent five years.

This example illustrates how constraints, when approached with the right mindset, can serve as catalysts for innovation.

Navigating Complexity: The Power of PurposeIn the dynamic field of product management, complexity is a constant. However, a well-defined purpose serves as an effective tool for managing this complexity.

A strong sense of purpose offers several advantages:

Facilitates decision-making processes
Maintains team motivation during challenging periods
Simplifies feature and resource prioritization
Enhances alignment across different teams and departments

Consider purpose as your team’s guiding principle. When faced with uncertainty, it helps maintain direction and focus.

Mentoring: Cultivating the Next Generation of Product LeadersMentoring is a crucial component in creating a sustainable people-first culture. Its importance stems from several factors:

It helps maintain and strengthen organizational culture
Develops a pipeline of future leaders
Improves employee retention by demonstrating investment in professional growth
Enhances overall team performance and innovation capacity

It’s important to note that mentoring is a reciprocal process. As a mentor, you often gain new insights and perspectives while guiding others.

Integrating Timeless Principles in Modern Product ManagementWhile the principles discussed are universally applicable, it’s worth noting that many of these ideas have roots in long-standing biblical traditions.

The concepts of valuing individuals, fostering unity, and purposeful leadership can be found in biblical wisdom. By incorporating these principles into your product management approach, you’re drawing on deep-rooted understanding of effective human collaboration.

Practical Steps: From Theory to PracticeWhile understanding these concepts is valuable, their true impact is realized through implementation. Here are some actionable steps to consider:

Implement regular check-ins: Schedule time to connect with team members about their personal goals and challenges.
Trust-building exercise: Share a professional learning experience with your team, discussing the insights gained.
Unity workshop: Organize a team activity focused on aligning individual and collective purposes.
Accountability system: Establish partnerships within the team for mutual support in achieving key objectives.
Mentoring initiative: Develop a structured mentoring program within your product team or department.

Conclusion: Embarking on Your Journey to a People-First Team CultureDeveloping a people-first culture is an ongoing process that requires consistent effort, reflection, and adaptability. The rewards, however, are substantial: increased influence, enhanced innovation, and a team capable of addressing complex challenges effectively.

As a product manager, your role extends beyond product development – you’re shaping the future of your organization. By prioritizing people, you’re creating an environment conducive to exceptional outcomes.

Useful links: Check out Gary’s website * Check out Gary’s book, Built to Beat Chaos*

Innovation Quote“We are created to be victors over chaos, not victims.” – Gary Harpst

Application Questions1. How can we demonstrate genuine concern for each other, particularly in remote or high-pressure work environments? 2. What specific action could we take this week to enhance trust within our team? 3. How might we reframe our most significant current challenge as an opportunity for innovation? 4. What does peak performance look like for our specific product team? 5. How can we balance accountability with fostering an environment that encourages calculated risk-taking and creativity?

BioGary Harpst is the CEO of LeadFirst, creator of the first complete ERM employee relationship management system that does for leaders what CRM does for sales people. His passion is combining business excellence and biblical wisdom. He co-founded three high-tech businesses, including Solomon Software which merged with Great Plains and was sold to Microsoft.

Gary has authored three books with his latest “Built to Beat Chaos, Biblical Wisdom for Leading Yourself and Others” (Wiley) is being released April 2023. He has built an overflowing life with his wife, three children, and four grandchildren.

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Outcome-Driven Innovation – for Product ManagersWatch on YouTubehttps://www.youtube.com/watch?v=rw2aAFg2kyo

TLDRTony Ulwick, creator of Jobs-to-Be-Done, introduces Outcome-Driven Innovation (ODI), a revolutionary approach to product management. ODI shifts focus from generating ideas to understanding and addressing customer needs, leading to more successful products and innovations.

ODI prioritizes understanding customer needs over generating product ideas
The approach uses both qualitative and quantitative research to identify unmet customer needs
Key components include the job map, need statements, and the opportunity algorithm
ODI stays focused on customer problems, not potential solutions

This customer-centric approach to innovation offers product managers a structured method to create products that truly meet market needs and drive business success.

IntroductionWelcome to the 500th episode of this podcast—that’s 500 weeks, or nearly 10 years of episodes for product managers and leaders. I have a special guest to discuss how we have seen product innovation change over the last several years—what has worked and what has not. As a product professional, you need perspective on where things are headed and what is working, which is aided by looking at the changes that have occurred. Let’s gain perspective from the knowledge and experience of one of the most influential people in product innovation, Tony Ulwick.

The Birth of Outcome-Driven Innovation (ODI)Ulwick’s lightbulb moment came during his time at IBM. He was part of the team that created the PCjr, a product that flopped badly. This failure led to a crucial question: What if we knew beforehand how customers would judge our product?

This idea became the foundation of Outcome-Driven Innovation. Ulwick realized that if we could predict how customers would measure a product’s value, we could design products to meet those criteria. Even better, if these criteria stayed the same over time, we could use them to guide long-term product development.

Building the ODI FrameworkAfter the PCjr setback, Ulwick moved from engineering to product planning at IBM. He started exploring what makes innovation successful. His early research involved a simple but powerful method: asking customers to compare products.

“What makes Product A better than Product B?” This question led to valuable insights. Ulwick found that customer needs fell into three main categories:

Functional aspects: How well does the product do its job?
Consumption aspects: How easy is it to use the product?
Financial aspects: Is the product worth its cost?

Over time, this categorization evolved into the Job Map concept. The Job Map breaks down what customers are trying to do into steps like planning, gathering materials, doing the task, and checking results. This framework made innovation more predictable and effective.

Fine-Tuning the ODI ProcessAs Ulwick refined ODI, he drew inspiration from various sources. Theodore Levitt’s famous quote, “People don’t want a quarter-inch drill, they want a quarter-inch hole,” resonated deeply. It reinforced the idea of focusing on the customer’s underlying goal.

Collaborating with Clay Christensen led to the popular term “Jobs-to-Be-Done.” This catchy phrase made it easier to explain the concept of focusing on customer goals rather than product features.

A key part of refining ODI was creating stable criteria for good need statements, which Ulwick calls “desired outcomes.” These statements are:

Stable over time: They don’t change quickly
Actionable: You can do something about them
Measurable: You can tell if you’ve achieved them
Controllable: You can influence them
Predictive of success: They indicate if a product will do well

The Research Process: Qualitative and QuantitativeODI uses both qualitative and quantitative research to understand customer needs deeply. Here’s how it works:

Qualitative Phase:
- Understand the job to be done
- Break it down into steps
- Identify all the ways customers measure success
Quantitative Phase:
- Create a survey based on qualitative findings
- Ask hundreds or thousands of customers to rate:
  - How important each outcome is
  - How satisfied they are with current solutions

This data helps identify unmet needs – outcomes that are very important but not well satisfied by existing products.

Ulwick introduced the opportunity algorithm in a 2002 Harvard Business Review article. This simple calculation helps prioritize needs based on importance and satisfaction scores. It’s been about 93.5% effective in spotting the best opportunities for innovation.

A key principle of ODI is keeping customers focused on their problems, not potential solutions. This ensures that the research captures genuine needs rather than preconceived ideas about products.

The Surprising State of Innovation PracticesDespite ODI’s proven effectiveness, many companies still use an “ideas first” approach. They focus on generating and managing ideas rather than understanding customer needs. Ulwick finds this surprising and attributes it to the challenge of changing ingrained habits.

This resistance to change is a significant hurdle in implementing more effective product innovation strategies. It highlights the need for education and training in customer-centric innovation methods.

Making ODI Work BetterTo help companies implement ODI more successfully, Ulwick’s team has introduced several improvements:

Project Cohorts: These are training sessions that guide teams through each step of the ODI process. They help team members understand how to use the data effectively.
Deep Dive Research: After identifying top opportunities, researchers investigate why these needs are problems, what causes them, and how customers currently work around them.
Ideation Support: With a deep understanding of unmet needs, teams are better equipped to come up with effective solutions.

These enhancements have significantly improved the success rate of ODI implementations. For example, one company solved 14 unmet needs in just three hours after going through this process.

Researching Customers in the Remote Work EraAs more work happens remotely, product managers face new challenges in customer research. Ulwick suggests moving from observation to focused interviews. The key is to keep customers thinking about their problems, not potential solutions.

Here are some strategies for effective remote research:

Conduct interviews in a controlled online environment
Train customers to be good interviewees
Use immersion sessions with small groups of customers
Collaborate on validating job steps and creating the job map
Validate findings with a broader, global customer base

This approach allows for deep insights while adapting to the realities of remote work and global markets.

AI in Innovation: Promise and LimitationsArtificial intelligence tools like ChatGPT are emerging as potential aids in innovation. These tools can help generate initial job maps and outcomes, providing useful background information.

However, Ulwick emphasizes that AI should complement human expertise, not replace it. The most promising approach combines AI capabilities with human insight and experience. This blend of technology and human skills offers the best path forward in product innovation.

ConclusionOutcome-Driven Innovation offers a structured, customer-focused approach to creating successful products. By understanding and addressing unmet customer needs, product managers can greatly improve their chances of market success.

As business landscapes change and new technologies emerge, ODI principles remain relevant. They adapt to new challenges while keeping a laser focus on customer jobs and outcomes. For product managers aiming to boost their innovation game, mastering these concepts can provide a significant edge in the market.

Useful links: Check out Tony’s book The Statue in the Stone * Get a free ebook: JOBS TO BE DONE: Theory to Practice* * Watch Tony’s video What is Jobs-to-be-Done?

Innovation Quote“If I had one hour to save the world, I would spend 55 minutes defining the problem and only five minutes finding the solution.” – Albert Einstein

Application Questions1. How does your current product development process compare to ODI? What aspects of ODI could improve your process? 2. Think about a recent product that didn’t do well in your company. How might using ODI have led to a different outcome? 3. How could keeping customers focused on problems, not solutions, change your approach to customer research? 4. How might you use the opportunity algorithm to prioritize product features or improvements? 5. Discuss how AI tools could help your product innovation process. How would you balance AI insights with human expertise?

BioTony is the originator of Jobs-to-be-Done. I first discovered Tony when I read his book, What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services and then invited him to speak at the Denver PDMA chapter, back in 2006. He published that book while I was working on my PhD in Innovation and it resonated so strongly with my research on why products fail and what to do instead. He is also the author of the more recent book Jobs to be Done: Theory to Practice. Both are valuable and should be in your library. Tony also has 12 patents to his name. He began his career as a mechanical engineer, product planner, and market researcher for IBM and founded his consulting firm, Strategyn, 10 years later, which has helped leading companies generate billions of dollars in revenue growth.

The Statue in the Stone: Decoding Customer Motivation with the 48 Laws of Jobs-to-be-Done Philosophy

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Solve problems as a team in just two hours – for product managersWatch on YouTubehttps://youtu.be/9U8rPKppeEY

TLDRImagine solving big product problems in just two hours instead of five days. Sounds impossible, right? Not anymore! Teresa Cain has cracked the code with her two-hour design sprint method. This quick and efficient approach to product innovation is changing the game for companies big and small.

In this article, we’ll explore:

What a two-hour design sprint is and how it works
Why it’s a game-changer for product teams
How to run your own two-hour sprints
Tools that make rapid innovation easier
Real-world examples of two-hour sprints in action

Get ready to supercharge your product development process and leave your competition in the dust!

Why Speed Matters in Product InnovationIn today’s fast-paced world, product teams are always racing against the clock. The traditional five-day design sprint, made famous by Google, has been a go-to method for solving tough problems. But let’s face it – not everyone has five whole days to spare.

That’s where the two-hour design sprint comes in. It’s like the espresso shot of product innovation – quick, powerful, and gets the job done. But can you really solve complex problems in just 120 minutes? Teresa Cain says yes, and she’s got the results to prove it.

The Two-Hour Design Sprint: A Crash CourseSo, what exactly is a two-hour design sprint? Think of it as a mini-version of the five-day process, but supercharged. Two hours is not a big time commitment, and it helps you get a group of stakeholders all together to solve a problem. Here’s how it breaks down:

Get to Know Your User (30 minutes)First things first – who are you solving for? This step is all about understanding who your user is.

Example:Imagine you’re designing a new dashboard for a fintech app. You need to know if you’re building it for an analyst who’ll use it daily or an executive who might look at it once a year. Big difference, right?

Dig into the Problem (30 minutes)Now that you know your user, it’s time to get to the heart of the issue. What’s bugging them? What’s standing in their way? This is where you’ll use the classic “How might we…” question to frame the problem.

Example:For our dashboard, we might ask, “How might we create a dashboard that helps analysts quickly spot trends and take action?”

Perhaps users are spending a lot of time on manual tasks. Maybe they’re popping between screens. Maybe they are using their mobile device or not even on a desktop computer. Maybe they’re moving buildings while they’re doing their different tasks.

Brainstorm and Choose Solutions (60 minutes)This is where the magic happens. After you’ve thought about the problem as a group, you ideate and pitch your concepts as a group. Everyone puts their thinking caps on and starts throwing ideas around. At the end of the sprint, you will vote on the best solution and decide if you want to move forward to testing and prototyping.

Why Two-Hour Sprints are a Game-ChangerYou might be thinking, “Sounds great, but does it really work?” According to Cain’s research, the answer is a resounding yes. Here’s why two-hour sprints are shaking things up:

| Benefit | What It Means for You | | --- | --- | | More Sprints, More Solutions | Run up to 52 sprints a year instead of just a few | | Budget-Friendly | Less time and money spent compared to five-day sprints, but similar results | | Team Bonding | Brings people together more often, improving communication | | Faster Results | Get from idea to action quicker than ever |

The best part? Cain found that 80% of the time, two-hour sprints led to the same solutions as five-day sprints. Talk about efficiency!

Would you rather spend two hours and solve 50 problems in a year or do three, five-day design sprints and solve three problems? With two-hour sprints, you can solve more problems.

How to Bring Two-Hour Sprints to Your TeamReady to give two-hour sprints a try? Here’s how to get started:

Pick the Right ProblemsNot every issue needs a sprint. Look for problems that:

Need a quick fix
You already know something about
Could benefit from a group brainstorm

Cain suggests focusing on any problem that you need to solve immediately and already have ideation on, perhaps in your backlog or from a client request.

Get the Right People in the RoomAim for a group of 15-20 stakeholders.

Train Your TeamThe beauty of two-hour sprints is that anyone can lead them. This process is meant for anyone in the organization to run it as the moderator. So spread the knowledge!

Follow ThroughThe sprint might end after two hours, but the work doesn’t. Make sure to:

Assign next steps to team members
Set up time to test your ideas with real users
Add your solutions to your product roadmap

Tools to Make Your Sprints ZoomIn today’s digital world, the right tools can make all the difference. Here are some top picks for two-hour sprints:

| Tool | What It’s Great For | | --- | --- | | Figma/FigJam | Designing and brainstorming together | | Miro | Digital whiteboarding and teamwork | | Mural | Planning and organizing ideas visually |

These tools help teams work together smoothly, whether they’re in the same room or spread across the globe.

Overcoming Speed BumpsLike any new method, two-hour sprints come with their own challenges. Here’s how to tackle them:

Keeping the Customer in MindWith less time, it’s easy to forget about the user. To avoid this:

Do your homework on user needs before the sprint
Invite people who talk to customers regularly
Use real data to guide your discussions

Avoiding Hasty DecisionsThe clock is ticking, but don’t rush to solutions. Instead:

Follow the sprint structure closely
Encourage different viewpoints
Keep asking “How might we…” to stay problem-focused

Balancing Speed and QualityFast doesn’t have to mean sloppy. To keep standards high:

Set clear goals for each sprint
Use timers to keep discussions on track
Plan for follow-up research after the sprint

AI: Friend or Foe in Design Sprints?With AI tools like ChatGPT making waves, it’s natural to wonder how they fit into the sprint process. Cain advises caution: Since ChatGPT doesn’t know your productor users, use it with a grain of salt.

Real-World Success: Two-Hour Sprints in ActionWant to see how two-hour sprints work in the real world? Let’s look at how Cain’s team at TreviPay, a leader in global billing, puts them to use:

| What They Do | How They Do It | | --- | --- | | Run 52 sprints a year | One sprint every week | | Involve 30-40 team members | Mix of product, UX, and design experts | | Focus on urgent needs | Address client requests and market changes | | Act on results quickly | Turn sprint outcomes into user stories right away |

This approach helps TreviPay stay ahead in a fast-moving industry with new competitors popping up all the time.

The Future of Problem-SolvingAs we look ahead, it’s clear that quick thinking and adaptability are key. The two-hour sprint method is just the beginning of a shift in how we tackle product challenges.

What’s on the horizon for product innovation?

More AI and machine learning in the idea process
Faster ways to build and test prototypes
Better tools for remote and asynchronous teamwork
Using data to drive more decisions in product development

ConclusionThe two-hour design sprint is a powerful tool for any product team looking to innovate faster and smarter. By packing the essence of design thinking into a compact, high-energy session, you can tackle more problems, involve more people, and drive innovation at warp speed.

Ready to give it a shot? Here’s your quick-start guide:

Learn the basics of the two-hour sprint method
Teach your team how to run and participate in sprints
Pick a small problem for your first sprint
Run the sprint and gather feedback
Keep refining your process and do sprints regularly

By embracing this fast, user-focused approach to problem-solving, you’ll be well on your way to creating products that your customers will love and that will keep your business ahead of the curve.

Useful links: Check out Teresa’s book Solving Problems in 2 Hours* * Visit Teresa’s website * Connect with Teresa on LinkedIn * Check out Teresa’s work on Figma and Udemy * Listen to episode 288: Design sprints for product managers – with John Zeratsky

Innovation Quote“We cannot solve our problems with the same thinking we used when we created them.” – Albert Einstein

Application Questions1. How might we integrate two-hour design sprints into our current product development process? What specific challenges or opportunities in our workflow could benefit most from this rapid problem-solving approach? 2. Considering our organization’s unique culture and team dynamics, how can we ensure that two-hour sprints maintain a deep understanding of user needs while leveraging the efficiency of the shorter format? 3. In what ways could we use collaborative tools like Figma, Miro, or Mural to enhance our two-hour sprints, especially for remote or hybrid teams? How might these tools change the way we ideate and make decisions? 4. How can we balance the quick pace of two-hour sprints with the need for thorough follow-up and implementation? What processes could we put in place to ensure sprint outcomes are effectively integrated into our product roadmap? 5. Reflecting on our recent product challenges, can you identify a specific problem we faced that could have benefited from a two-hour sprint? How might the outcome have been different if we had used this method?

BioWe’ve talked before about design sprints with John Zeratsky, who co-created a way to solve big problems at Google in just 5 days, resulting in the popular 5-day design sprint. What if you don’t have 5 days, but 2 hours? It turns out you can still solve a lot of complex problems in a 2 hour design sprint if you know how. Think about that — being able to confidently solve complex problems with a team in only 2 hours instead of days.

To tell us how to gain have that confidence, Teresa Cain is with us. She is the bestselling author of Solving Problems in 2 Hours: How to Brainstorm and Create Solutions with Two Hour Design Sprints, whose first edition became an instant hit among tech teams worldwide. The all new edition, which includes new AI tools, is now available. She is currently the Director of Product Management, User Experience and Design for TreviPay, a leader in global billing and invoicing. She is also the founder of Lucid Startup Consulting, a training firm focused on research, strategy, and vision for product managers, UX teams, businesses and entrepreneurs.

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Mastering product lifecycle management – for product managersWatch on YouTubeTLDRProduct lifecycle management is key to successful product development and innovation. This article explores the stages of a product’s life, from launch to retirement, and how they differ across industries and product types. Here are the main takeaways:

The classic product lifecycle stages are introduction, growth, maturity, decline, and retirement.
For software and SaaS products, development and lifecycle management often overlap.
Ongoing customer feedback is vital throughout the product’s life.
Teamwork across different departments is crucial for effective lifecycle management.
Strategies need to be adapted for different types of products and industries.
Innovation is key to extending and improving the product lifecycle.

Understanding these ideas and using them well can help product managers handle the complexities of product lifecycle management and drive innovation in their companies.

IntroductionIn today’s fast-moving business world, product lifecycle management is a must-have tool for product managers and innovators. As markets change and customer needs shift, knowing how to guide a product through its various life stages is crucial for staying competitive and growing. Today we’re with John Rovnan, who takes us through the details of product lifecycle management, explaining strategies and best practices to help product managers excel.

Understanding the Product LifecycleThe product lifecycle is a core concept in product management and innovation strategies. It covers a product’s entire journey from idea to market retirement. Let’s break down the traditional stages of the product lifecycle:

StageWhat HappensIntroductionThe product is launched and introduced to customersGrowthSales and market share grow quicklyMaturitySales growth slows down, competition increasesDeclineSales decrease as newer products enter the marketRetirementThe product is taken off the marketIt’s important to note that the product lifecycle can look very different depending on the type of product and its industry. For example, a software product’s lifecycle might be quite different from a medical device’s lifecycle.

In regulated industries like healthcare, the product lifecycle often faces more constraints due to rules and regulations. This can affect how quickly changes can be made to a product and what strategies can be used throughout its life.

When Product Development and Lifecycle Management OverlapOne key insight from the podcast is that product development and lifecycle management are increasingly overlapping, especially in software and SaaS industries.

This blending of stages offers both opportunities and challenges for product managers. On one hand, it allows for more flexible and responsive product development, with the ability to quickly make changes based on customer feedback. On the other hand, it can make it harder to clearly separate different stages of the product lifecycle.

For software products, the traditional “big bang” launch is often replaced by a more gradual rollout, with features being introduced bit by bit. This approach allows product managers to:

Use the software itself as part of the research process
Try techniques like “concierge MVPs” and “fake doors” to gauge interest
Continuously gather and use customer feedback

However, this blurring of development and lifecycle management can also create challenges. For example, product managers can get mired in the backlog and not have enough time to talk to customers.

Customer Feedback Throughout the LifecycleOne of the most important aspects of effective product lifecycle management is continuously gathering and using customer feedback. This feedback is crucial not just during initial development, but throughout the entire life of the product.

The podcast emphasizes the importance of dedicating time to customer engagement, with some experts suggesting that product managers should spend about 30% of their time interacting with customers. However, the reality is often quite different, with many product managers struggling to find time for customer interactions among their other responsibilities.

To address this challenge, product managers can use several strategies:

Use existing resources: Get feedback from sales teams, customer service reps, and other customer-facing roles.
Conduct formal Voice of Customer (VOC) sessions: Schedule dedicated time for in-depth customer interviews and feedback sessions.
Use multiple channels: Incorporate feedback from various sources, including sales calls, customer support interactions, and user research.
Involve team members from different departments: Invite colleagues from various teams to participate in customer interactions and share insights.

It’s crucial to balance customer requests with the overall product vision.

Navigating Different Lifecycle StagesEach stage of the product lifecycle presents unique challenges and opportunities. Let’s explore some strategies for effectively managing the growth, maturity, and decline stages.

Growth StageDuring the growth stage, product managers should focus on:

Quickly increasing market share
Scaling operations to meet growing demand
Monitoring and responding to emerging competitors
Continuously improving the product based on early customer feedback

Maturity StageAs the product enters maturity, competition typically increases, and sales growth may slow. Key strategies for this stage include:

Re-evaluating product positioning to stay relevant
Enhancing product features to stand out from competitors
Building and maintaining customer loyalty
Optimizing pricing strategies

Rovnan emphasizes the importance of maintaining strong relationships with customers during this stage, particularly in industries like healthcare where loyalty plays a significant role. Understanding emotional aspects can help in building products that truly resonate with users.

Decline StageWhen a product enters the decline stage, product managers must make tough decisions. Key considerations include:

Recognizing when it’s time to retire the product
Planning for a smooth transition away from the declining product
Communicating effectively with customers, sales teams, and other stakeholders
Using lessons from the declining product to inform future product development

Teamwork in Lifecycle ManagementEffective product lifecycle management requires strong collaboration across various departments within an organization.

Some strategies for fostering cross-functional collaboration include:

Involving team members from different departments in customer interactions
Sharing insights and learnings across teams
Ensuring consistency in messaging and value proposition across all customer touchpoints
Leveraging the expertise of different team members throughout the product lifecycle

By fostering a collaborative environment, product managers can ensure that all aspects of the product lifecycle are effectively managed, from development and marketing to sales and support.

Adapting to Different Product Types and IndustriesThe approach to product lifecycle management can vary significantly depending on the type of product and its industry. For example:

Regulated Industries (e.g., Medical Devices)* Higher bar for making changes to products * Longer development cycles * More extensive documentation and testing requirements * Greater emphasis on long-term reliability and support

Software and SaaS Products* More frequent updates and iterations * Ability to quickly respond to customer feedback * Continuous development and deployment * Greater flexibility in feature rollouts

Product managers must be aware of these differences and adapt their strategies accordingly to ensure effective lifecycle management across different product types and industries.

Innovation in the Product LifecycleInnovation plays a crucial role in product lifecycle management, helping to extend the life of existing products and create new opportunities for growth.

Rovnan breaks down the innovation process into three key components:

Creativity: Coming up with new ideas, regardless of feasibility
Invention: Building something new and different
Innovation: Creating solutions that change behavior or enable new possibilities

Rovnan uses the example of the Segway to illustrate the difference between invention and innovation. While the Segway was a novel invention, it didn’t truly innovate because it failed to consider the broader context of urban living and user needs.

Product managers should strive to balance small improvements with more transformative innovations throughout the product lifecycle. This approach can help maintain competitiveness in mature markets while also exploring new opportunities for growth.

Key Skills for Effective Product Lifecycle ManagementTo excel in product lifecycle management, product managers should develop and hone several key skills:

Flexibility and adaptability: The ability to adjust strategies as market conditions change
Cross-functional communication: Effective collaboration with various departments and stakeholders
Customer-centric mindset: A focus on understanding and meeting customer needs throughout the product lifecycle
Strategic thinking: The ability to balance short-term goals with long-term product vision
Data analysis: Skill in interpreting market trends and customer feedback to inform decision-making

By developing these skills, product managers can navigate the complexities of product lifecycle management more effectively and drive innovation within their organizations.

ConclusionProduct lifecycle management is a critical skill for product managers and innovators in today’s fast-paced business environment. By understanding the various stages of the product lifecycle, adapting strategies to different product types and industries, and fostering teamwork across departments, product managers can more effectively navigate the challenges of bringing products to market and maintaining their success over time.

Useful link:* Connect with John on LinkedIn

Innovation Quote“Innovation changes behavior.” – John Rovnan

Application Questions1. How does your company currently handle product lifecycle management? Are there areas where you see room for improvement? 2. What strategies have you found most effective for gathering and using customer feedback throughout the product lifecycle? 3. How do you balance the need for innovation with the constraints of your industry or product type? 4. In what ways has the blending of product development and lifecycle management affected your role as a product manager? 5. How do you encourage teamwork across different departments in your product lifecycle management efforts?

BioToday we are talking about life cycle management, which is a topic covered in the Innovation Management knowledge area. You’ll learn what the phases of a product life cycle are, how the life cycle is different for SaaS products vs products that involve hardware or take a physical form, and how you can better navigate the life cycles of your products.

Joining us is John Rovnan. He has an extensive background in new product development, that spans marketing, engineering, verification & validation, and regulatory compliance, with deep experience in medical technologies. He was most recently a Principal Product Manager at ISACA, a non-profit organization helping IT professionals grow their skills in digital trust and is starting a new role as we speak. John has also served in several roles for the Pittsburgh PDMA chapter, including Chapter President.

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Essential strategy tools and frameworks for product managersWatch on YouTubeTLDRWant to level up your product management game? This guide dives into the world of product strategy, sharing insights from expert Andreas Maihoefer. We’ll explore key tools like the House of Strategy, which shows how different levels of strategy fit together, and the VRIO analysis, which helps you spot your competitive edge. You’ll learn how to define your business’s core and why planning is crucial, even if plans change. Whether you’re new to product management or looking to sharpen your skills, this article will help you think more strategically and create products your customers will love.

IntroductionEver felt like you’re navigating the wild world of product management without a compass? You’re not alone. Many product managers know strategy is important, but struggle to develop and use it effectively. This knowledge gap can slow down your career and limit your impact on your company’s success.

That’s where Andreas Maihoefer comes in. He’s a strategy whiz with experience in both the corporate world and academia. In this article, we’ll share his insights to help you level up your strategic thinking and become a product management superstar.

Why Strategy Matters in Product ManagementThink of strategy as your product’s North Star. It guides your decisions, helps you prioritize features, and positions your product in the market. Without a solid strategy, you might end up with a cool product that nobody wants to buy.

Maihoefer stresses that understanding strategy is crucial for product managers. It’s not just about creating great products – it’s about aligning your work with your company’s big-picture goals. Master this, and you’ll see your career take off as your influence in the company grows.

Picking the Right Strategy ToolsBefore we dive into specific tools, let’s talk about what makes a strategy tool useful. Maihoefer says a good tool should:

Help you plan and think clearly
Make it easy to work with others
Help you explain your ideas visually
Let you track progress and put plans into action

Here’s a pro tip: Don’t rely on just one tool. Using multiple tools gives you a more complete picture of your strategic landscape.

The House of Strategy: Your Strategic BlueprintImagine your company’s strategy as a house. This mental picture, called the House of Strategy, helps you see how different levels of strategy fit together.

The Roof: Your Company’s FoundationAt the top, we have your company’s mission (why you exist), vision (where you’re going), and values (how you behave). These guide all your strategic decisions.

The Attic: Corporate StrategyJust below the roof is your overall company strategy. This is how you plan to achieve your mission and vision while sticking to your values.

Upper Floors: Business Unit StrategiesThese strategies are for different parts of your company, like specific product lines. They need to line up with the corporate strategy above.

Lower Floors: Functional and Operational StrategiesAt the ground level, we have strategies for different departments (like marketing or HR) and day-to-day operations. These show how each part of the company contributes to the bigger picture.

The House of Strategy reminds us that all these levels need to work together. It’s like having an elevator connecting all the floors – information and ideas should flow up and down easily.

Defining Your Core: What Makes You Special?Another key part of product strategy is knowing your company’s core – what makes you unique. This idea comes from Chris Zook of Bain & Company, and it’s more than just identifying your main product.

Zook suggests looking at seven areas to define your core:

Products or Services
Customer Segments
Customer Needs
Channels
Geographies
Vertical Integration
Capabilities

Many companies focus on the first three, but Maihoefer says capabilities are super important. These are the unique skills and resources that set you apart and are hard for competitors to copy.

For example, Apple’s design capabilities and ecosystem integration are core strengths that go beyond just making phones or computers.

Understanding your core helps you:

Spot what gives you an edge over competitors
Make smart choices about growing or diversifying
Protect and strengthen what makes you special

VRIO Analysis: Finding Your Competitive EdgeOnce you know your core capabilities, how do you tell if they give you a real advantage? That’s where the VRIO analysis comes in. It’s a tool to assess whether a capability or resource gives you a lasting competitive edge.

By checking your capabilities against these criteria, you can see how valuable they are:

All four? You’ve got a lasting competitive advantage.
V, R, and O? You have a temporary edge.
Just V and O? You’re on par with competitors.
Only O or none? You’re at a disadvantage.

This analysis helps you decide which capabilities to invest in and which might need work.

More Tools for Your Strategy ToolkitWhile the House of Strategy, Core Definition, and VRIO analysis are great, there are other useful tools too:

Boston Consulting Group’s Growth Share Matrix: This helps you analyze your product portfolio and decide where to invest.
SWOT Analysis: This classic tool looks at Strengths, Weaknesses, Opportunities, and Threats. Maihoefer suggests adding ratings to make it more nuanced.
SWOT+T Analysis: This adds Trends to the mix, helping you spot market changes.

Putting Strategic Thinking into ActionReady to boost your strategic skills? Try these steps:

Learn your company’s overall strategy, including its mission and values.
Understand how your product fits into the bigger picture.
Use tools like Core Definition and VRIO to find what makes your product special.
Practice strategic planning, even for small projects.
Work with people from different departments to get fresh perspectives.
Stay updated on industry trends that could affect your product.
Keep checking and adjusting your strategy based on how your product is doing.

Do these things, and you’ll not only make better products but also stand out as a strategic thinker in your company.

ConclusionBecoming a strategy master in product management is an ongoing journey. It takes practice, learning, and adapting. By using tools like the House of Strategy, Core Definition, and VRIO analysis, you can sharpen your strategic thinking and make better decisions.

As you grow your strategic skills, you’ll not only create better products but also become more influential in your company. This will help your career take off and make you a true product master.

Keep innovating.

Useful links:* Connect with Andreas on LinkedIn * Visit Andreas’s website

Innovation Quote“In preparing for battle, I have always found that plans are useless, but planning is indispensable.” – General Dwight D. Eisenhower

Application Questions1. How well do we know our company’s overall strategy? How does our product strategy fit in? 2. What are our core capabilities? How do they stack up in a VRIO analysis? 3. How can we make our planning process better to prepare for market changes? 4. Which strategy tools work best for us? Are there new ones we should try? 5. How can we explain our product strategy better to people in different parts of the company?

BioToday our topic is strategy, which I expect our guest would argue is the most important of the 7 knowledge areas for product mastery. We all know strategy is important — it gets talked about enough. But, how a strategy is developed is seldomly talked about. Consequently, not many people can properly develop a strategy. That also means few people can evaluate a strategy. Since product innovation should be aligned with strategy, you need to be one of those few people who can properly develop and evaluate strategy. By the end of this episode, you’ll be on your way to do that.

Joining us is a product management and strategy master Andreas Maihoefer. He has guided executives in developing organization strategy and led product organizations in developing product strategy. He also teaches at the University of Pittsburgh and previously at Carnegie Mellon University.

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Product management and the tech industryWatch on YouTubeTLDRIn this episode, former Google product management director Tom Leung shares his experiences with recent tech industry layoffs and offers valuable advice for product managers facing career changes. Key takeaways include:

Seeing layoffs as chances for personal and professional growth
Embracing a “gap year” mindset to explore new experiences and skills
Focusing on solving big customer problems in product development
Adapting to the changing job market for product managers
Balancing innovation with practical value in the age of AI and new tech

Product managers can use these insights to navigate career shifts, boost their skills, and approach product development with a fresh focus on customer needs and market demand.

The Changing Landscape of Tech EmploymentThe tech world has seen big changes lately, with even giants like Google facing restructuring and layoffs. Tom Leung, who used to be a director of product management at Google, shares his firsthand experience with the company’s 2023 layoffs. His story gives us a peek into how the tech job market is changing and what it means for product managers, along with tips for navigating smartly.

Google’s Restructuring and Layoffs in 2023In January 2023, Google started a series of layoffs. Leung remembers the strange experience of telling team members about the changes. He joined Google in 2006, and up until 2023 he saw very few layoffs.

The first wave of layoffs in January was followed by more throughout the year, affecting top-performing employees. This change in how Google treated its workers showed how unstable the tech job market can be and why product managers need to be ready for unexpected career changes.

Impact on Company Culture and Feeling Safe at WorkThe layoffs had a big effect on Google’s company culture, especially when it came to feeling safe at work. Leung explains that one of Google’s core values is psychological safety because if you have really strong psychological safety in the team, you can bring out the best performance. The layoffs pierced the veil of safety.

This shift made many employees rethink how secure their jobs were and what their career paths might look like. It shows why it’s important for product managers to be flexible and keep learning new skills.

Personal Stories of Career ChangesLeung’s journey from Google to new opportunities offers valuable lessons for product managers facing career changes. His experience shows the importance of embracing change and seeing setbacks as potential opportunities to grow.

From Google to New AdventuresAfter working at Google for 10 years, Leung was already thinking about a career change. When he was affected by the layoffs in 2023, he chose to see it as an opportunity rather than a problem.

Embracing the “Gap Year” MindsetLeung suggests looking at career changes as a “paid sabbatical” or “gap year.” He encourages product managers to use this time to grow personally and professionally. He shares his own experiences:

Working on a presidential primary campaign in New Hampshire
Teaching product management classes
Making angel investments in promising startups
Exploring potential startup ideas

This approach allows product managers to learn new skills, explore different interests, and maybe even find new career paths.

Advice for Product Managers Facing Career ChangesDrawing from his experiences, Leung offers valuable tips for product managers navigating career transitions in today’s tech world.

Seeing Layoffs as OpportunitiesInstead of viewing layoffs as purely negative, Leung encourages product managers to see them as chances for growth and exploration. He tells people to think about being in between jobs like a gap year, assuming they received a good severance package. Since they won’t get one again for a while, he advises them to take full advantage of it.

He suggests using this time to:

Learn a new language
Pick up a new coding skill
Start a side business
Write a book
Travel to new places
Spend more time with family or coaching your kid’s team

The Current Job Market for Product ManagersLeung gives insights into the current job market for product managers, highlighting the imbalance between available talent and open positions. He notes the increased competition and higher employer expectations. Right now is an extremely imbalanced time. There’s a massive surge of very capable talent on the market and very few new roles being opened up.

Strategies for Job Seekers in a Tough MarketGiven the challenging job market, Leung recommends the following strategies for product managers:

Keep learning and improving your skills
Try new experiences and learn new things
Be patient and persistent in your job search
Use your personal networks and connections

He emphasizes the importance of using this time for personal development. Take advantage of this time and invest in your own self-development learning new experiences.

New Ways to Approach Product Development and StartupsLeung’s experiences have led him to rethink traditional approaches to product development and startups. He advocates for a more problem-focused approach that prioritizes solving big customer issues.

The Importance of Focusing on Customer ProblemsLeung contrasts his current approach with previous product-first methods. His advice is to force yourself to spend several weeks only thinking about the customer problem. Don’t go down the path of solutioning, even though as product people, we can’t help but want to do that. More to the point, everyone is quick to jump to solutions once a problem is uncovered. As product people, we need to be acutely sensitive to this and first gain a thorough understanding of the problem.

This shift in thinking aligns more closely with design thinking principles, emphasizing the importance of deeply understanding customer needs before developing solutions.

Common Mistakes in Product DevelopmentLeung identifies two major pitfalls in product development:

Building solutions for problems that don’t really exist
Overestimating how much people will value small improvements

He warns against creating products that are only slightly better than existing solutions, emphasizing the need for truly innovative and impactful products.

Evaluating if New Products are Really NeededBefore starting a new product development journey, Leung encourages product managers to critically evaluate whether the world truly needs another solution to a given problem. He proposes a checklist for evaluating potential products:

Is it solving a huge problem that people get really frustrated about?
Are the current solutions really bad?
Is your solution a big leap forward, not just a small improvement?

Leung gives an example to illustrate this point. A product manager might want to create an AI-powered CRM solution. That’s an improvement over an existing CRM system. If AI is going to completely disrupt CRMs and not just accelerate existing workflows, that could be a cool product. But unless you work at a CRM company, Leung wouldn’t suggest starting a new CRM product.

This example highlights the importance of not just improving existing solutions, but finding truly innovative ways to solve big problems.

The Role of AI and New Technologies in Product ManagementAs AI and other new technologies continue to shape the product management world, Leung offers a balanced view on their role in innovation and creating value.

Being Careful Not to Get Too Excited About New TechWhile recognizing the potential of AI and other new technologies, Leung cautions against getting caught up in the hype. He recognizes that it’s so tempting to just fall in love with Gen AI, but it’s just a tool that won’t change the laws of economics.

He reminds product managers that while these technologies are powerful tools, they’re not solutions in themselves. The focus should always be on solving real customer problems.

Balancing Innovation with Practical ValueLeung emphasizes the importance of combining new technologies with significant customer problems to create truly innovative and valuable products. He encourages product managers to focus on solving real, substantial issues rather than simply applying new technologies to existing workflows.

For example, instead of just making an existing process slightly faster with AI, product managers should look for ways to completely reimagine how a problem could be solved using these new tools.

Conclusion: Thriving in a Changing Tech LandscapeNavigating career changes and personal growth as a product manager in the ever-changing tech industry requires flexibility, continuous learning, and a focus on solving meaningful problems. By embracing the opportunities presented by career transitions, staying aware of market demands, and approaching product development with a customer-first mindset, product managers can thrive in challenging times and drive innovation that truly matters.

Remember these key points:

See career changes as opportunities for growth and exploration
Stay flexible and keep learning new skills
Focus on solving big, meaningful customer problems
Don’t get caught up in the hype of new technologies – use them as tools to solve real issues
Network and stay connected with other professionals in your field

By applying these insights and strategies, product managers can better navigate career changes, enhance their skills, and create products that make a real difference in people’s lives. As the tech industry continues to evolve, adaptability, continuous learning, and a customer-centric mindset will be key to success in the exciting and challenging field of product management.

Useful links:* Connect with Tom on Linkedin or Twitter * Check out the Fireside Product Management podcast * Subscribe to Tom’s product management essays on Substack * Check out Tom’s courses on Maven

Innovation Quote“Product-market fit is important. But before you think about product market fit, convince yourself that the world needs yet another solution to this problem.” – Tom Leung

Application Questions1. How can product managers best prepare themselves for unexpected career changes in the fast-moving tech industry? 2. What strategies have you found work well for identifying and confirming significant customer problems before jumping into creating solutions? 3. How do you balance the excitement of new technologies like AI with the need to create practical, value-driven products? 4. In what ways can product managers use a “gap year” or career transition period for personal and professional growth? 5. How might the changing job market for product managers influence the skills and experiences companies will look for in the future?

Tom’s BioJoining us is Tom Leung, whom we talked with in episode 390 about experiences that help product managers grow. At that time, he was the Director of Product Management at Google Heath. We’ll find out what more he has learned about growth as a product manager, including through challenging changes.

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How to successfully transition to a product management roleWatch on YouTubeTLDRTransitioning from one career to another is full of challenges, especially when the two fields seem vastly different. However, as Mary Baird’s inspiring story shows, a successful pivot from nonprofit leadership to product management is not only possible but also incredibly rewarding. In this article, we’ll explore Mary’s journey, the strategies she used to reframe her experience, and the valuable lessons she learned along the way.

From Nonprofit Leadership to Product ManagementMary Baird spent a decade in various nonprofit leadership roles, handling a wide range of responsibilities, from donor development and resource management to program management and even website design. This diverse experience, she found, was not unlike working in a product environment. Both require wearing multiple hats, adapting quickly, and managing complex initiatives with limited resources.

When Mary was asked about considering a role in a global for-profit company, she was both excited and apprehensive. While confident in her nonprofit expertise, Mary wasn’t sure if her skills would translate to a product management role. Determined to make the transition, she sought guidance from Chad McAllister, host of the Product Mastery Now podcast.

Making a career change to product management can be intimidating, especially when coming from a seemingly unrelated field. However, Mary’s experience in nonprofit leadership provided her with a unique set of transferable skills that would prove invaluable in her new role. These skills included:

Stakeholder management and communication
Complex problem-solving and decision-making
Resource allocation and budgeting
Program development and implementation
Adaptability and resilience in the face of challenges

By recognizing the value of these skills and learning how to effectively articulate their relevance to product management, Mary set herself up for a successful transition.

One of the key similarities between Mary’s nonprofit work and product management was the focus on understanding and meeting the needs of a target audience. In the nonprofit world, this meant identifying the needs of the community and developing programs and services to address those needs. In product management, it involves understanding the needs and pain points of customers and creating products that solve their problems.

Another transferable skill that Mary brought from her nonprofit experience was the ability to collaborate with and influence a diverse group of stakeholders. In her previous roles, she worked closely with board members, donors, volunteers, and community partners to achieve common goals. This experience prepared her for the cross-functional nature of product management, where success often depends on the ability to align and motivate teams across different departments and disciplines.

Preparing for the TransitionTo prepare for her career change to product management, Mary focused on three key areas:

Immersing herself in product management podcasts to learn the language and concepts of the field
Reframing her nonprofit experience to highlight transferable skills relevant to product management
Participating in mock interviews to practice communicating her value and making authentic connections

By listening to podcasts like Product Mastery Now, Mary began to see parallels between her nonprofit work and product management. For example, she realized that the fundraising campaigns she led were essentially selling intangible products, requiring her to articulate value propositions, manage stakeholder expectations, and measure success through key metrics. She was selling a product that you cannot touch, hold, or take home. And in Mary’s opinion, that’s one of the hardest things to sell.

Mary also inventoried her skills and accomplishments, identifying transferable expertise such as complex problem-solving, stakeholder management, and program development. She reframed her experiences using product management terminology, drawing connections between her nonprofit initiatives and product development processes.

For example, Mary had led a successful capital campaign to fund the construction of a new community center. In reframing this experience for product management, she highlighted how she:

Conducted market research to identify the community’s needs and preferences
Developed a compelling value proposition for potential donors
Created a roadmap for the campaign, outlining key milestones and deliverables
Managed a cross-functional team of volunteers, staff, and contractors
Adapted the campaign strategy based on feedback and changing circumstances
Successfully delivered the project on time and within budget

By reframing her nonprofit experience in this way, Mary was able to demonstrate her product management potential and make a compelling case for her ability to thrive in the role.

Another critical aspect of Mary’s preparation was gaining a deep understanding of the product management process and the various methodologies and frameworks used in the field. She read extensively about agile development, lean startup principles, and design thinking, seeking to understand how these concepts could be applied to her work.

Mary also reached out to product managers in her network, asking for advice and insights into the day-to-day realities of the role. These conversations helped her gain a more nuanced understanding of the challenges and opportunities facing product managers and provided valuable guidance as she prepared for her transition.

Navigating the Interview ProcessArmed with her newfound knowledge and reframed experience, Mary faced an intensive interview process involving seven stakeholders across various functions. To prepare, she researched each interviewer’s background and tailored her responses to their perspectives. This preparation allowed her to make authentic connections and demonstrate her value, even when faced with unexpected questions.

One particularly challenging moment came when the VP of Marketing asked about her sales aptitude. Drawing on her experience fundraising millions for intangible services, Mary articulated how her skills translated to a sales context, impressing the interviewer and ultimately securing the job offer.

Interview Tips for a Product Management Career Transition* Research the company and interviewers to tailor your responses * Reframe your experience using product management language * Highlight transferable skills and draw connections to the role * Prepare for unexpected questions through mock interviews * Demonstrate your value through specific examples and metrics

In addition to these tips, it’s essential to showcase your passion for product management and your willingness to learn and grow in the role. Share examples of how you’ve taken initiative to expand your knowledge, such as attending product management workshops, reading industry blogs, or collaborating with product managers in your network.

During the interview process, be prepared to discuss your problem-solving approach, your experience with data-driven decision-making, and your ability to collaborate with cross-functional teams. Use storytelling techniques to make your experiences memorable and relatable, and don’t be afraid to ask thoughtful questions about the company’s product strategy and culture.

Mary’s interview process also highlighted the importance of adaptability and thinking on one’s feet. When faced with unexpected questions or scenarios, she drew upon her diverse experiences and transferable skills to provide thoughtful, relevant answers. This ability to adapt and apply her knowledge to new situations demonstrated her potential as a product manager and set her apart from other candidates.

Another key factor in Mary’s success was her ability to build rapport and make authentic connections with her interviewers. By researching their backgrounds and tailoring her responses to their perspectives, she demonstrated a genuine interest in the company and the role. This approach helped her stand out as a candidate who not only had the necessary skills but also the interpersonal qualities to thrive in a collaborative, cross-functional environment.

Key Takeaways for Aspiring Product ManagersMary’s successful career transition offers valuable lessons for professionals considering a move into product management:

Embrace a nontraditional background and identify transferable skills
Immerse yourself in the language and concepts of product management
Reframe your experience to highlight its relevance to the new role
Prepare thoroughly for interviews, researching the company and tailoring your responses
Make authentic connections by demonstrating your value and unique perspective
Continuously learn and adapt, bringing your work ethic and commitment to the new field

As Mary’s story shows, a successful transition from nonprofit to product management is achievable with the right mindset, preparation, and willingness to learn. By leveraging transferable skills, reframing experience, and communicating value, professionals from diverse backgrounds can pivot into rewarding product management careers.

It’s important to remember that a career transition is not a one-time event, but rather an ongoing process of learning, growth, and adaptation. As you embark on your journey into product management, be prepared to face challenges, make mistakes, and learn from them. Seek out mentors, join professional communities, and continuously invest in your skills and knowledge.

One of the most important qualities for aspiring product managers is a growth mindset. Embrace the idea that your skills and knowledge can be continuously developed and refined, and approach each new challenge as an opportunity to learn and improve. This mindset will serve you well not only during your transition but throughout your entire product management career.

Another critical aspect of a successful transition is building a strong network within the product management community. Attend industry events, join online forums and groups, and seek out opportunities to connect with experienced product managers. These connections can provide valuable advice, support, and even potential job opportunities as you navigate your new career path.

ConclusionAs the demand for skilled product managers continues to grow, professionals from diverse backgrounds have the opportunity to pivot into this exciting and impactful field. By learning from success stories like Mary’s, aspiring product managers can gain the insights, strategies, and inspiration needed to navigate their own career transitions.

Remember, a successful product management career change starts with embracing your unique background, reframing your experience, and continuously learning and adapting. With dedication, preparation, and a commitment to providing value, you too can embark on a rewarding journey in the world of product management.

As you take the first steps toward your new career, embrace the challenges and opportunities that lie ahead. Draw strength from your unique experiences, lean on the support of mentors and colleagues, and never stop learning and growing. With persistence and passion, you can build a thriving career in product management and make a lasting impact on the products and people you serve.

Useful link:* Connect with Mary on LinkedIn * Prepare for the next step of your product career by taking our training. See the three options.

Innovation Quote“Try not to become a man [or woman] of success, but rather become a man [or woman] of value.” – Albert Einstein

Application Questions1. Reflecting on your own career journey, what transferable skills from your previous roles have been most valuable in your transition to product management? How have you leveraged these skills to drive success in your current position? 2. When reframing your experience for a product management role, what strategies have you found most effective in communicating your value and expertise to potential employers or stakeholders? Share an example of how you successfully translated a past accomplishment into product management language. 3. Preparing for product management interviews can be challenging, especially when faced with unexpected questions. What techniques have you used to anticipate and practice responding to a wide range of inquiries? How have you demonstrated your ability to think on your feet and adapt to new challenges? 4. Building authentic connections is crucial for success in product management, both during the job search process and in day-to-day work. How have you cultivated relationships with key stakeholders, such as interviewers, colleagues, or customers? Share an example of how fostering a genuine connection has led to a positive outcome in your product management career. 5. Continuous learning and adaptation are essential for long-term success in product management. What resources, such as podcasts, books, or courses, have you found most valuable in expanding your product management knowledge and skills? How have you applied these learnings to your work, and what impact have they had on your professional growth and performance?

Mary’s BioIn this episode, we were joined by Mary Baird, who successfully went from a role in a non-profit organization that was focused on event management to a product management related-role for a product family with a global customer base, nearly doubling her salary at the time. Since then, her roles have evolved and she is the Director of Customer Operations at Hach, a Veralto Company .

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What product managers need to elevate their careersWatch on YouTubeTLDRIn this episode, I share insights on developing essential skills for product management and leadership. I explain how mastering the seven knowledge areas of product management outlined by the Product Development and Management Association (PDMA) can help product managers elevate their careers and create products that customers love. I explore the key objectives and challenges faced by product managers and offer both easy-to-implement and harder-to-implement takeaways to enhance product management practices. By focusing on customer-centric product development, strategic alignment, portfolio management, project selection, and product life cycle management, product managers can sharpen their skills and drive successful product innovation.

IntroductionIn today’s fast-paced business world, product management plays a pivotal role in creating products that not only captivate customers but also drive business success. As a product manager or leader, continuously developing and refining your skills is essential for career growth and making a lasting impact. This article summarizes key concepts and takeaways on developing essential skills for product management and leadership.

On the Product Mastery Now podcast, we simplify the seven key areas that form the foundation of the Product Management Body of Knowledge. By mastering these areas, you can unlock your full potential as a product manager and lead your organization to new success.

The Seven Knowledge Areas from PDMAThe Product Development and Management Association (PDMA) has identified seven critical knowledge areas that are essential for product management success. These areas have been extensively researched and curated since 1976, forming the bedrock of the product management body of knowledge. Let’s take a closer look at each of these areas:

Product Strategy: Developing a clear and compelling product vision and roadmap that aligns with the organization’s goals and customer needs.
Portfolio Management: Managing the mix of products and projects to optimize resource allocation and maximize business value.
New Product Development Process: Implementing a structured approach to guide products from ideation to launch and beyond.
Culture, Teams, and Leadership: Fostering a collaborative and innovative environment that empowers teams to excel.
Tools and Metrics: Leveraging data-driven insights and tools to make informed decisions and measure success.
Market Research: Gathering and analyzing customer and market data to identify opportunities and validate product concepts.
Life Cycle Management: Managing products throughout their entire life cycle, from introduction to growth, maturity, and decline.

By dedicating yourself to mastering these knowledge areas, you’ll develop the skills and confidence needed to create products that customers love and drive business success.

Objectives and Challenges in Product ManagementAs a product manager, you’ll face many objectives and challenges in your role. Some of the key objectives you’ll strive to achieve include:

Launching products that customers can’t resist
Meeting and exceeding revenue and profit expectations
Aligning your efforts with the organization’s strategic objectives
Accelerating time-to-market for new products

However, the path to achieving these objectives is often laden with challenges. Common hurdles that product managers face include:

Maintaining a laser focus on the customer
Juggling project deadlines and competing priorities
Overcoming silos and fostering cross-functional collaboration
Ensuring consistency and discipline in product development processes
Aligning product initiatives with overarching business needs
Understanding the underlying rationale behind established processes
Building a strong foundation of product management skills

By proactively addressing these challenges and keeping your objectives in sight, you can pave the way for success in your product management career.

Easy-to-Implement TakeawaysThroughout the podcast episode, I’ll share several easy-to-implement takeaways that you can start applying today to enhance your product management practices and drive better results. Let’s dive into each of these takeaways:

Lead with the Problem, Not the SolutionWhen discussing your work, shift your focus from merely describing your role or the solution you’re working on to highlighting the problem you’re solving. For example, instead of saying, “I’m a software programmer using C++ and working with AI models,” try something like, “I help people improve their health by providing them with tools to understand how their body reacts to supplements.” By leading with the problem, you can cultivate a customer-centric mindset and foster a culture of innovation within your organization.
Start with StrategyEnsure that you have a deep understanding of your organization’s strategy and how your product work aligns with its strategic objectives. This alignment is crucial for driving business success and demonstrating the value of your product management efforts. Take the time to familiarize yourself with your company’s strategic goals and consider how your product initiatives contribute to achieving those objectives.
Engage with CustomersStay connected to your customers by actively seeking out and leveraging existing customer insights. Collaborate with team members who regularly interact with customers, such as sales, customer support, or user research. By tapping into their knowledge and experiences, you can gain valuable insights into customer needs, preferences, and pain points, enabling you to make more informed product decisions.
Share High-Value ResourcesFoster a culture of collaboration by actively sharing high-value resources with your team and colleagues. These resources could include market research reports, industry analyses, or professional development materials. By promoting the exchange of information and insights, you can encourage cross-functional collaboration, break down silos, and ensure that everyone has access to the knowledge they need to make data-driven decisions.
Clarify Who the Customer IsBe precise and consistent when referring to your target customers. Use personas to create vivid representations of your key customer segments, making it easier for everyone in the organization to understand and empathize with their needs. By clarifying who your customers are and using a shared language to describe them, you can align your team’s efforts and make product decisions that truly resonate with your target audience.

Harder-to-Implement TakeawaysIn addition to the easy-to-implement takeaways, I’ll provide some more challenging concepts that require a deeper understanding of the knowledge areas and close collaboration with cross-functional teams. Let’s examine these harder-to-implement takeaways:

Portfolio ManagementGain a comprehensive understanding of your organization’s current product portfolio structure and analyze how individual projects align with that portfolio. Consider employing different approaches to construct and manage your portfolio, such as:

Portfolio Construction ApproachDescriptionCategory BucketsGroup projects into categories such as new products, enhancements, and maintenanceInnovation LandscapeCategorize projects based on their level of technological change and business model impactThree HorizonsClassify projects as core (Horizon 1), adjacent (Horizon 2), or transformative (Horizon 3)By carefully constructing and managing your portfolio, you can ensure optimal resource allocation and maximize the business value delivered by your product initiatives.

Project SelectionEstablish and communicate clear criteria for evaluating and selecting product projects. These criteria should be firmly rooted in your organization’s strategic objectives and prioritize projects that deliver the greatest value to customers and the business. By implementing a rigorous project selection process, you can ensure that your team is working on the most impactful initiatives and avoid spreading resources too thin.
Doing More with LessIn a world of limited resources, it’s crucial to focus on taking on fewer but more important projects. Ruthlessly prioritize initiatives that deliver the most value and resist the temptation to overload your team with too many simultaneous projects. By doing more with less, you can ensure that your team is laser-focused on the projects that truly move the needle and avoid the pitfalls of overextension.
Managing the Product Life CycleDevelop a deep understanding of where each product in your portfolio is in its life cycle. Ensure that you have a balanced mix of products across the different stages:

Product Life Cycle PhaseDescriptionIntroductionProduct is launched into the marketGrowthProduct experiences increasing sales and market shareMaturityProduct reaches peak market share and sales growth slowsDeclineProduct experiences declining sales and may be considered for retirementBy actively managing your products throughout their life cycles, you can maintain a healthy product portfolio and ensure a steady stream of new revenue sources as older products reach maturity and decline.

Maximize the Benefit of a Product ProcessClearly define and communicate your organization’s product development process, ensuring that everyone understands the purpose and value of each stage. Be open to modifying the process based on project risk and complexity, avoiding unnecessary bureaucracy and enabling faster time-to-market for low-risk initiatives. By optimizing your product development process, you can strike the right balance between structure and agility, enabling your team to innovate quickly while maintaining the necessary controls.

ConclusionDeveloping essential skills for product management and leadership is an ongoing journey that requires dedication, curiosity, and a willingness to learn. By focusing on the seven knowledge areas outlined by the PDMA and applying the takeaways shared here, you can elevate your product management game and create products that truly resonate with customers.

Remember to lead with the problem, align your efforts with organizational strategy, engage with customers, share valuable resources, and clarify who your target audience is. Embrace the harder-to-implement concepts, such as portfolio management, project selection, doing more with less, managing product life cycles, and optimizing your product development process.

Embrace your unique talents, pursue your passions, and let your creativity shine as you navigate the exciting world of product management. With the right skills, mindset, and determination, you have the power to create products that leave a lasting impact and shape the future of your organization.

Useful links: Special Offer: Unlock a 30% discount on the Rapid Product Mastery training program using the code “podcast” at productmasterynow.com/rpm * Check out the 2024 Product Development and Management Body of Knowledge* by Allan Anderson, Chad McAllister, and Ernie Harris

Innovation Quote“Don’t let anyone rob you of your imagination, your creativity, or your curiosity. It’s your place in the world; it’s your life. Go on and do all you can with it, and make it the life you want to live.” – Mae Jemison

Application Questions1. How can you reframe your product management work to focus on the problems you’re solving rather than just the solutions you’re building? What impact can this shift in perspective have on fostering a culture of innovation within your team? 2. What steps can you take to ensure that your product initiatives are tightly aligned with your organization’s strategic objectives? How can you communicate this alignment to secure buy-in and support from key stakeholders? 3. How can you establish a regular cadence of collaboration with cross-functional teams to gather and share valuable customer insights and market intelligence? What processes or tools can you put in place to facilitate this exchange of information? 4. What criteria would you use to evaluate and prioritize product projects within your portfolio? How can you ensure that these criteria are aligned with your organization’s goals and customer needs? 5. How can you streamline your product development process to focus on the most impactful initiatives and accelerate time-to-market? What steps can you take to identify and eliminate unnecessary bureaucracy and red tape?

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How product managers can master product culture and teamsWatch on YouTube

TLDRIn this episode, I dive into the seventh knowledge area of product mastery: culture and teams. We explore the importance of fostering an innovation culture, understanding team dynamics, and navigating product teams’ common challenges. Key takeaways include:

The impact of organizational culture and climate on product success
Factors that contribute to a thriving innovation culture
Characteristics of high-performing product teams
Strategies for resolving conflicts and promoting collaboration
The importance of strategic alignment, engagement, and empowerment in product teams

I also provide practical tips for assessing and improving your team’s performance, as well as resources for continued learning and growth in product management and product development.

Understanding and Fostering an Innovation CultureCulture is the foundation of successful product innovation. It encompasses the shared beliefs, values, and expectations of people within an organization. Climate, on the other hand, refers to the localized characteristics in a specific work environment, such as a product team or group.

Several factors influence team climate, including:

Leadership approach and quality
Communication frequency and style
Task responsibilities and workload
Trust and autonomy among team members
Recognition and rewards at both individual and team levels
Opportunities for advancement and growth

To create a thriving innovation culture, organizations should focus on:

Clearly communicating strategic and innovation goals across all levels
Accepting failures as learning opportunities
Recognizing and rewarding individual and team performance in support of innovation goals
Considering both functional capability and cultural fit when making hiring decisions
Ensuring clear and consistent internal and external communications
Encouraging constructive conflict to support idea generation and problem-solving
Providing engaging work and encouraging professional and personal growth

A great example of a company with a strong innovation culture is 3M. They practice “customer-inspired innovation,” connecting with customers to identify their needs and leveraging 3M’s capabilities to develop unique, proprietary, and sustainable solutions.

The Fundamentals of Effective TeamsA team is a small group of individuals with complementary skills who are committed to a common purpose, set of performance goals, and approach for achieving those goals. They hold themselves mutually accountable for their progress and success.

Product teams are typically cross-functional, consisting of individuals from various functions such as product management, engineering, design, marketing, and finance. Cross-functional teams offer several benefits, including:

Improved speed of product development
Increased probability of product success
Enhanced problem-solving capabilities
Greater adaptability to changing market conditions

Navigating Common Team ChallengesConflict is a natural part of innovation projects due to the diverse working styles and priorities of team members. High-performing teams view conflict as a positive force for achieving desired results and leveraging the strengths of all involved.

The Thompson-Killman model provides five approaches to conflict resolution based on levels of cooperativeness and assertiveness:

ApproachCooperativenessAssertivenessDescriptionAvoidingLowLowWithdrawing from the problem, leaving it unresolvedAccommodatingHighLowYielding to others to maintain harmonyCompromisingModerateModerateSeeking a middle ground, often seen as a lose-lose solutionCompetingLowHighDirecting the outcome, disregarding others’ opinionsCollaboratingHighHighEngaging in dialogue to find a win-win solutionCollaborating is generally considered the most effective approach for high-performing product teams, as it involves a high degree of concern for both others and oneself, leading to better problem-solving and outcomes.

Characteristics of High-Performing Product TeamsSuccessful product teams exhibit strategic alignment, engagement, and empowerment. They share ten essential characteristics:

Clearly defined common goals focused on a single purpose
Strong leadership that encourages involvement and shared roles
Valuing and acknowledging all contributions
Open communication and effective relationship-building
Empowered decision-making and problem-solving
Effective team processes with clear roles and responsibilities
Mutual respect, integrity, and trust among team members
Respect for differences and the ability to disagree constructively
Effective conflict management through collaboration
Continuous learning and improvement

Assessing and Improving Your Team’s PerformanceTo assess your product team’s performance, rank each of the ten characteristics on a scale of 1-10 (with 10 being the highest). Use this scorecard to identify areas for improvement, focusing on open communication, trust, and effective conflict management.

Reflect on your best and worst team experiences to gain insights into what makes a team successful. Emphasize the positive elements and work to minimize the negative ones in your current and future product teams.

ConclusionMastering product innovation requires a deep understanding of culture, teams, and the factors that contribute to their success. By fostering a supportive innovation culture, building high-performing cross-functional product teams, and continually investing in personal and professional growth, product managers can lead their organizations to develop groundbreaking products that delight customers and drive business success.

Innovation Quote“When all think alike, then no one is thinking.” – Walter Lippmann

Culture & Teams Application Questions1. How would you describe your organization’s innovation culture? What steps can you take to foster a more supportive environment for product innovation and product development? 2. Think about your current product team. Which of the ten characteristics of high-performing teams are your strengths, and which areas need improvement? 3. Reflect on a recent conflict within your team. Which conflict resolution approach was used, and how effective was it? How might a collaborative approach have changed the outcome? 4. What are some strategies you can employ to promote open communication, trust, and effective conflict management within your product team?

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Mastering Market Research Techniques for Successful Product ManagementWatch on YouTubeTBD

TLDRMarket research is essential for product managers to make informed business decisions and to create products customers love. Common market research methods include focus groups, interviews, ethnographic research, customer site visits, and social media. Each has advantages and disadvantages. Using multiple methods provides a more complete and insightful picture of customer needs. Qualitative research uncovers deep insights, while quantitative research offers statistical confidence. The goal is to understand the target market, identify unmet needs, and inform product design and marketing. Successful companies leverage market research to drive innovation and revenue growth.

Understanding Market ResearchMarket research is the process of gathering information about your target market and customers to inform product development and marketing decisions. It helps answer key questions such as:

– What do customers want and need?
– What drives purchase decisions?
– How should we price and position our product?
– Will customers buy the product, and how often?

Effective market research aligns the product with market demand, giving you a competitive advantage.

Voice of the Customer (VOC)Often market research is used synonymously with Voice of the Customer (VOC). VOC focuses on gathering and analyzing customer feedback to understand their needs, preferences, and expectations. VOC goes beyond simply asking customers what they want. Instead, it seeks to uncover deeper insights by exploring:

The jobs customers are trying to accomplish
The outcomes they desire
The challenges and pain points they face

According to a study by Aberdeen Group, best-in-class companies that effectively use VOC methods enjoy a 10 times greater year-over-year increase in annual company revenue compared to other companies.

VOC can help answer key questions such as:

What value proposition should your product offer?
What features and capabilities are most important to customers?
How can we improve the product to better meet customer needs?

To use VOC, the key is to listen closely to the words customers use to describe their experiences and translate those insights into actionable product improvements.

Qualitative and Quantitative Research MethodsThere are two main types of market research:

Primary research: Gathering new data directly from potential customers via surveys, interviews, focus groups, and observation.
Secondary research: Analyzing data from already available sources like market reports, competitor websites, and customer reviews.

Primary Market ResearchSecondary Market ResearchSurveysMarket reportsFocus groupsIndustry publicationsInterviewsGovernment statisticsCustomer observationCompetitor websitesQualitative vs. Quantitative ResearchQualitative research explores the “why” behind customer attitudes and behaviors. Methods include:

– Focus groups
– In-depth interviews
– Ethnographic research (observing customers in their environment)

While not statistically significant, qualitative research uncovers rich insights about customer motivations, pain points, and desires that guide product design.

In contrast, quantitative research measures customer attitudes and behaviors using numerical data that can be statistically analyzed. Techniques include:

– Surveys
– Questionnaires
– Data analysis (e.g. website analytics, sales data)

Quantitative research helps validate qualitative insights and provides confidence for business decisions. Use both types for a well-rounded understanding of your market.

5 Powerful Market Research Techniques1. Focus GroupsA focus group brings together 6-10 target customers to discuss their needs, preferences, and reactions to a product idea or prototype. Advantages include:

– Quickly gathering feedback
– Generating new ideas
– Gauging emotional responses

However, focus groups can be biased by group dynamics and may not represent the broader market. Use focus groups for exploratory research, not conclusive decisions. Also, a skilled facilitator is needed to moderate focus groups.

In-Depth InterviewsOne-on-one interviews with target customers provide deep insight into their goals, challenges, and product perceptions. Benefits include:

– Uncovering unarticulated needs
– Exploring sensitive topics
– Diving into individual customer stories

Some market researchers find as few as 6-8 interviews are needed, as insights tend to converge around this number. However, around 20 interviews is sure to uncover almost all relevant findings. Avoid leading questions that bias responses.

Ethnographic ResearchAlso called participant observation, ethnographic research involves observing customers in their natural environment as they use a product or complete relevant tasks. Advantages include:

– Gaining context about product usage
– Identifying unspoken needs and pain points
– Sparking ideas for product innovation

Ethnography is time-intensive but provides a uniquely realistic view of the customer experience.

For example, product designers planning a new farm tractor model decided to conduct ethnographic research to better understand customer needs. First, they facilitated a focus group with farmers who owned tractor produced by the company.

One farmer told the researchers his tractor was “perfect” and should not be changed in the new model. However, upon observing the tractor in person, the researchers noticed he had made over 20 modifications to it.

This insight revealed unmet needs and opportunities for product improvement that the farmer himself hadn’t articulated. By watching what customers actually do – not just listening to what they say – ethnographic research uncovers breakthrough ideas.

Customer Site VisitsVisiting customers on-site provides an up-close view of how they use your product and what needs it does or doesn’t fulfill. Benefits include:

– Understanding the customer’s environment
– Uncovering product improvement opportunities
– Building customer relationships

Have a clear agenda but allow for unstructured conversation and observation. Involve other teams like sales and engineering for shared learning.

Social Media ListeningMonitor social media channels to understand what target customers are saying about your brand, products, and competitors. Advantages include:

– Getting unprompted, real-time feedback
– Identifying trending topics and unmet needs
– Engaging proactively with customers

Tools can help analyze social sentiment and spot opportunities. But don’t over-rely on social media, as it may skew negative and isn’t statistically representative.

Putting Market Research Into PracticeNow that you understand different types of market research, how do you conduct an effective study? Follow these steps:

Define your research goals
Identify your target market
Choose the right market research techniques
Develop research instruments (e.g. survey, interview guide)
Collect and analyze data
Translate insights into action
Measure results and refine

Consider hiring a market research firm if you lack in-house expertise. But stay closely involved to ensure the research meets your needs.

Integrating market research into the product development process keeps you customer-centric. For example:

– Concept testing with focus groups before investing in development
– Surveying beta users to optimize product-market fit
– Conducting win/loss interviews to understand sales drivers

Customer Insights Drive GrowthLegendary management consultant Peter Drucker said, “The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself.” Market research makes this possible.

Don’t get trapped in simply asking customers what they want. As Steve Jobs famously said, “People don’t know what they want until you show it to them.” Use market research techniques to uncover latent needs customers can’t always articulate.

The most successful companies make market research an ongoing priority, not a one-time event. They continuously gather customer insights to drive product innovation and stay ahead of the curve.

For example, PepsiCo’s Dewmocracy campaign used social media to crowdsource new Mountain Dew flavors. Thousands of consumers submitted ideas, voted on favorites, and shared with friends. The winning flavors generated billions in sales.

When you invest in market research, the ROI compounds over time. Use these techniques to delight customers and leave competitors behind:

– Integrate market research into every stage of the product lifecycle to ensure you meet customer needs.

– Triangulate insights from multiple research methods for a holistic view of your market.

– Share research insights across the organization to infuse customer-centricity into every team.

– Continuously monitor the market and adapt your product and marketing based on evolving customer needs.

– Measure the impact of your research efforts on key metrics like revenue, customer satisfaction, and market share to prove the value.

With a strong market research foundation, your product management work results in even more valuable products customers love. So get out there and start talking to your customers!

Discussion Questions1. What market research techniques does our organization currently use? Where are the gaps and how can we fill them?

How can we integrate market research insights more effectively across teams (e.g. product, sales, marketing)?
What processes can we put in place to make market research an ongoing, iterative effort rather than a one-time project?
How will we measure the ROI of our market research efforts to secure ongoing investment and executive buy-in?

Useful links: Special Offer: Unlock a 30% discount on the Rapid Product Mastery training program using the code “podcast” at productmasterynow.com/rpm * Product Development and Management Association (PDMA) * Check out the 2024 Product Development and Management Body of Knowledge* by Allan Anderson, Chad McAllister, and Ernie Harris

Innovation Quote“If you don’t know where you’re going, any road will take you there. – Cheshire Cat responding to Alice (Alice in Wonderland)

Chad’s BioChad McAllister, PhD, is a product management professor, practitioner, trainer, and host of the Product Mastery Now podcast. He has 30+ years of professional experience in product and leadership roles across large and small organizations and dynamic startups, and now devotes his time to teaching and helping others improve. He coauthored “Product Development and Management Body of Knowledge: A Guide Book for Product Innovation Training and Certification.” The book distills five decades of industry research and current practice into actionable wisdom, empowering product professionals to innovate and excel. Chad also teaches the next generation of product leaders through advanced graduate courses at institutions including Boston University and Colorado State University and notably re-engineered the Innovation MBA program at the University of Fredericton, significantly broadening its impact. Further, he provides online training for product managers and leaders to prepare for their next career step — see https://productmasterynow.com/.

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How product managers can master product design & developmentWatch on YouTubeTLDRThis article explores the crucial role of product design in product management, focusing on ideation and concept design tools. It covers various ideation techniques such as SCAMPER, brainstorming, mind mapping, storyboarding, brainwriting, Six Thinking Hats, Delphi, ethnography, Day in the Life, empathy analysis, personas, and customer journey maps. The article also delves into concept design, discussing the Kano Method for classifying product requirements and identifying customer perceptions. By understanding and applying these tools, product managers can create customer-centric products that drive satisfaction, differentiation, and competitive advantage.

IntroductionProduct design is a critical aspect of product management, as it directly impacts the success of a product in the market. To create products that customers love, product managers must have a deep understanding of their target audience and employ various tools and techniques to generate ideas, validate concepts, and optimize the user experience (UX). In this episode, we will explore the essential product design tools that every product manager should know, focusing on ideation and concept design.

Ideation ToolsIdeation is the creative process of generating, developing, and communicating new ideas. It is an essential part of the product development process, particularly in the early stages when product managers are looking to identify customer needs and develop innovative solutions. Here are some powerful ideation tools that can help product managers in their quest for product innovation:

SCAMPER is an acronym that stands for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. This tool helps generate new ideas by prompting product managers to think about their product in different ways. By applying each of these actions to their product, they can come up with creative solutions and improvements.
Traditional brainstorming involves gathering a group of people to generate a large number of ideas in a short period. However, research has shown that this method may not be the most effective. The Nominal Group Technique (NGT) is an improved version of brainstorming that incorporates individual reflection time before the group discussion, leading to better quality ideas.
Mind Mapping is a visual tool that starts with a central idea and builds a web of relationships around it. This tool is particularly useful for collaborative ideation sessions, as it allows team members to see the connections between different ideas and build upon them.
Storyboarding focuses on developing a story to understand the problems or issues customers face when using a product. By visually representing the key elements of the story, product managers can gain insights into the customer journey and identify areas for improvement.
Brainwriting is a variation of NGT that involves individual writing and idea sharing. Participants write down their ideas and then pass them to the next person, who builds upon them. This process continues until everyone has had a chance to contribute, resulting in a diverse set of ideas.
Six Thinking Hats encourages team members to examine a problem or topic from multiple perspectives. Each hat represents a different way of thinking, such as facts, emotions, or creative ideas. By wearing different hats, product managers can approach a problem from various angles and generate more comprehensive solutions.
The Delphi method utilizes a panel of experts to provide insights and scenario planning. Through a series of surveys, experts independently share their thoughts on a specific topic. The results are then synthesized and shared back with the group for further refinement. This process helps product managers make informed decisions based on expert opinions.
Ethnography involves observing users in their natural environment to gain a deeper understanding of their needs and behaviors. By combining ethnography with interviews, product managers can uncover valuable insights that may not be apparent through other research methods.
The Day in the Life method helps product managers uncover the routines, behaviors, and challenges customers face when using a product. This can be done through remote user observation, such as video submissions, allowing product managers to gather data from a diverse set of users.
Empathy Analysis is crucial for creating customer-centric products. By immersing themselves in the user’s world, product managers can better understand their problems and develop solutions that address their needs. Empathy analysis should be a fundamental part of any product design process.
Personas are fictional characters based on real customer interactions. They help product managers understand their target audience by incorporating demographic, behavioral, and psychographic data. By adding jobs-to-be-done to personas, product managers can gain even more clarity on the outcomes customers are trying to achieve.
Customer Journey Maps are flowcharts that visualize the actions and behaviors of customers as they interact with a product. They identify touchpoints, emotions, and visible interactions, providing a comprehensive view of the customer experience. Product managers can use this information to optimize the user experience and improve customer satisfaction.

Ideation ToolKey BenefitsSCAMPERGenerates new ideas by prompting different ways of thinking about a productBrainstorming (NGT)Incorporates individual reflection time for better quality ideasMind MappingVisualizes connections between ideas and facilitates collaborative ideationStoryboardingProvides insights into the customer journey through visual storytellingBrainwritingEncourages diverse idea generation through individual writing and sharingSix Thinking HatsExamines problems from multiple perspectives for comprehensive solutionsDelphiUtilizes expert opinions for informed decision-making and scenario planningEthnographyUncovers deep insights through observing users in their natural environmentDay in the LifeReveals routines, behaviors, and challenges customers face when using a productEmpathy AnalysisHelps create customer-centric products by understanding user needs and problemsPersonasProvides a clear understanding of the target audience based on real customer dataCustomer Journey MapsVisualizes the customer experience, identifying touchpoints, emotions, and interactionsConcept DesignOnce product managers have generated ideas through ideation, the next step is to develop and refine these ideas into product concepts. Concept design involves creating a detailed description of the product, including its features, benefits, and user experience. One powerful tool for concept design is the Kano Method.

The Kano Method classifies product requirements into three categories:

Basic (Must-be) Requirements: These are the essential features that customers expect from a product. If these requirements are not met, customers will be dissatisfied.
Performance (One-dimensional) Requirements: These requirements are directly related to customer satisfaction. The better a product performs in these areas, the more satisfied customers will be.
Excitement (Attractive) Requirements: These are unexpected features that can delight customers. While their absence does not lead to dissatisfaction, their presence can significantly boost customer satisfaction and loyalty.

The Kano Method also helps identify customer perceptions through surveys, which focus on four key aspects:

Attractive Quality Elements: Customers are satisfied when these elements are present, but not dissatisfied when they are absent.
One-dimensional Quality Elements: These elements have a direct impact on customer satisfaction. More functionality leads to higher satisfaction, while less functionality results in lower satisfaction.
Must-be Quality Elements: Customers expect these elements as a minimum. Their presence does not increase satisfaction, but their absence leads to dissatisfaction.
Indifferent Quality Elements: These elements do not impact customer satisfaction, whether they are present or absent. Investing resources in these elements is not advisable, as they do not contribute to the product’s success.

By applying the Kano Method, product managers can prioritize product features and allocate resources effectively. This helps create products that not only meet customer expectations but also exceed them, leading to higher customer satisfaction, differentiation, and competitive advantage.

ConclusionProduct design is a vital aspect of product management, and product managers must be well-versed in various ideation and concept design tools to create successful products. By understanding and applying tools such as SCAMPER, brainstorming, mind mapping, storyboarding, brainwriting, Six Thinking Hats, Delphi, ethnography, Day in the Life, empathy analysis, personas, and customer journey maps, product managers can generate innovative ideas and gain deep insights into customer needs.

Furthermore, by utilizing the Kano Method for concept design, product managers can classify product requirements and identify customer perceptions, ensuring that they focus on the features that matter most to their target audience. This customer-centric approach to product design leads to higher customer satisfaction, product differentiation, and competitive advantage.

Investing in product design and continuously improving the product development process through iterative design and customer feedback is essential for long-term success. By staying attuned to the voice of the customer (VoC) and leveraging these powerful product design tools, product managers can create products that not only meet but exceed customer expectations, driving product adoption, customer retention, and ultimately, business growth.

Innovation Quote“Discovery consists of seeing what everybody has seen and thinking what nobody has thought.” – Albert von Szent-Gyorgy

Application Questions1. What ideation tools have you used or seen used? 2. Think critically about your experience with these techniques and list the positive and negative aspects. 3. Do you have a “go to” tool you must often use?

Chad’s BioChad McAllister, PhD, is a product management professor, practitioner, trainer, and host of the Product Mastery Now podcast. He has 30+ years of professional experience in product and leadership roles across large and small organizations and dynamic startups, and now devotes his time to teaching and helping others improve. He coauthored “Product Development and Management Body of Knowledge: A Guide Book for Product Innovation Training and Certification.” The book distills five decades of industry research and current practice into actionable wisdom, empowering product professionals to innovate and excel. Chad also teaches the next generation of product leaders through advanced graduate courses at institutions including Boston University and Colorado State University and notably re-engineered the Innovation MBA program at the University of Fredericton, significantly broadening its impact. Further, he provides online training for product managers and leaders to prepare for their next career step — see https://productmasterynow.com/.

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How product managers can master product processWatch on YouTubeTLDR– The Product Innovation Charter (PIC) is a short document that provides direction and alignment for a product development project.

– Stage-Gate and Agile Stage-Gate are popular product development processes that manage risk and incorporate Agile elements.

– Jobs-to-be-Done theory focuses on understanding the customer’s underlying needs and the jobs they are trying to accomplish with a product.

IntroductionIn today’s competitive market, creating products that customers love is crucial for the success of any organization. Product managers and innovators play a vital role in delivering value to customers by effectively managing the product innovation process. In this article, we will explore the seven knowledge areas for product mastery. These knowledge areas are based on the Product Development and Management Association’s (PDMA) body of knowledge, which has been curated since 1976.

The Seven Knowledge Areas for Product Mastery1. Product Innovation Management: Maximizing the return from product innovation through application of sound management practices throughout the product life cycle 2. Strategy: Provides the context, goals, and direction for product innovation and ongoing product management 3. Portfolio Management: Establishes and maintains balance of new and existing product innovation projects aligned with the business strategy 4. Process: Provides an approach, which is commonly understood and accepted by the whole organization, for developing new products or improving existing products 5. Design & Development: Efficiently and effectively evolve a product from initial idea to a developed, manufactured, and “market-ready” form 6. Market Research: Provide market-related information to underpin decision-making in all aspects of strategy development, portfolio management, the product innovation process, and life cycle management 7. Culture & Teams: Essential to forming and maintaining an innovative environment that enables, encourages, and rewards product innovation processes and practices.

In this article, we will focus on the New Product Process knowledge area, which covers various product innovation processes and methodologies.

The Product Innovation Charter (PIC)The PIC is a short document (1-3 pages) that serves as the heart of any organized effort to commercialize a new product. It consists of four sections:

Background: Provides context for the project, including why the company is pursuing it, the scope, the project team’s role, and any constraints or key technologies involved.
Focus Arena: Identifies the target market, key technologies, marketing aspects, and competitors’ strengths and weaknesses.
Goals and Objectives: Outlines specific and measurable goals related to the project’s contribution to business strategy, operational goals, and project-specific objectives.
Special Guidelines: Covers team communication and accountability, reporting requirements, project expenditure responsibilities, external agencies, and product quality or launch constraints.

A helpful acronym to remember these sections is “BAGG” (Background, Arena, Goals, Guidelines). The PIC is a valuable collaboration tool that ensures everyone involved in the project has the same vision and understanding of the product’s purpose, target market, and objectives. Many companies do not start projects with a clear, concise document like the PIC, which can lead to confusion and misalignment among team members and stakeholders.

Product Development ProcessesThere are numerous product development processes and methodologies covered in the New Products Process knowledge area. Some of the most notable include:

Stage-Gate
Waterfall
Concurrent Engineering
Integrated Product Development (IPD)
Agile Product Innovation
Agile Stage-Gate
Systems Engineering
Design Thinking
Lean Product Innovation
Lean Startup
Jobs-to-be-Done

Stage-Gate and Agile Stage-GateThe Stage-Gate process, developed by Dr. Robert G. Cooper, is a widely adopted product development process that manages risk by breaking the process into stages separated by decision gates. The five stages are:

Discovery: Identifying new product ideas and opportunities.
Scoping: Conducting a quick assessment of the market opportunity, technical requirements, and organizational capabilities.
Business Case: Justifying the project to the organization by evaluating the market, the proposed solution, and the business viability.
Development: Designing, prototyping, and preparing for the product launch.
Testing and Validation: Assessing all aspects of the product and launch plans, potentially involving customer trials or market tests.

Agile Stage-Gate incorporates Agile elements, such as Sprints and time-boxing, into the Stage-Gate process to promote faster learning cycles and adaptability. By breaking down the work in each stage into time-boxed Sprints, teams can focus on delivering value incrementally and adapt to feedback and new information more quickly.

Jobs-to-be-Done TheoryJobs-to-be-Done (JTBD) theory, pioneered by Clayton Christensen and Tony Ulwick, focuses on understanding the underlying needs and jobs customers are trying to accomplish when using a product. Christensen’s approach emphasizes improving existing products to increase demand by understanding why customers “hire” a product to do a specific job. Ulwick’s approach, on the other hand, focuses on creating products that people want by identifying the customer’s desired outcomes and job metrics.

By identifying the customer’s key job metrics, such as decreasing the time to complete a task or increasing the number of options available, product teams can design solutions that effectively address the customer’s needs. The example of the Apple iPod and iTunes ecosystem illustrates how understanding the customer’s job (easily putting music on a portable player) and the associated job metrics (decreasing time to load music and increasing song capacity) led to a successful product innovation.

Mastering Product ManagementMastering the seven knowledge areas for product mastery equips product professionals with the skills and knowledge needed to create products that customers love. By understanding and applying various product innovation processes, such as Stage-Gate, Agile Stage-Gate, and Jobs-to-be-Done, product managers and innovators can effectively manage risk, adapt to changing market conditions, and deliver value to customers.

ConclusionIn the words of Henry Ford, “Vision without execution is hallucination.” By mastering the seven knowledge areas for product mastery, particularly the New Products Process, product professionals can effectively execute their vision and create products that customers love. Investing in professional development and applying the appropriate product innovation processes will help product managers and innovators deliver value, advance their careers, and contribute to the success of their organizations.

Innovation Quote“Vision without execution is hallucination.” – Henry Ford

Chad’s BioChad McAllister, PhD, is a product management professor, practitioner, trainer, and host of the Product Mastery Now podcast. He has 30+ years of professional experience in product and leadership roles across large and small organizations and dynamic startups, and now devotes his time to teaching and helping others improve. He coauthored “Product Development and Management Body of Knowledge: A Guide Book for Product Innovation Training and Certification.” The book distills five decades of industry research and current practice into actionable wisdom, empowering product professionals to innovate and excel. Chad also teaches the next generation of product leaders through advanced graduate courses at institutions including Boston University and Colorado State University and notably re-engineered the Innovation MBA program at the University of Fredericton, significantly broadening its impact. Further, he provides online training for product managers and leaders to prepare for their next career step — see https://productmasterynow.com/.

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How product managers can master product portfolio managementWatch on YouTubeTLDRPortfolio management is a crucial aspect of product development that helps organizations strategically allocate resources, balance projects, and align their product innovation efforts with overall business goals. By understanding the essentials of portfolio management, product managers and leaders can better position their ideas, defend resources for their projects, and contribute to the organization’s success. This article explores the fundamentals of portfolio management, its goals, and frameworks for structuring portfolios, and provides insights on aligning product innovation projects with organizational strategy. It also discusses the importance of portfolio management for product managers, the characteristics and goals of portfolios, and the common approaches to linking portfolios to strategy.

IntroductionIn the world of product development, portfolio management plays a vital role in helping organizations prioritize projects, allocate resources effectively, and ensure that their product innovation efforts align with the overall business strategy. As Peter Drucker famously stated, “Because the purpose of business is to create a customer, the business enterprise has two–and only two–basic functions: marketing and innovation.” Portfolio management is the key to driving successful innovation and creating products that customers love.

For product managers and leaders, understanding the essentials of portfolio management is crucial. It not only helps them better position their ideas and defend resources for their projects but also enables them to contribute more effectively to the organization’s success. By mastering portfolio management, product professionals can ensure that their organizations focus on creating the right products that drive innovation and deliver value to customers.

Understanding Portfolio ManagementWhat is a Portfolio?A portfolio is a collection of projects or products that a company invests in and manages strategically. These projects may or may not be related to each other and can be categorized based on various criteria, such as new product ideas, enhancements to existing products, fixes, or research and development initiatives. The portfolio represents the organization’s investment in innovation and its commitment to creating value for customers.

The Role of Portfolio ManagementPortfolio management is a decision-making process that involves continuously reviewing and revising the list of active projects to ensure that resources are allocated optimally and aligned with the organization’s strategy. It aims to maximize the value of the portfolio, balance projects based on predetermined criteria, and maintain the right number of projects to avoid spreading resources too thinly.

Portfolio management operates in a dynamic environment where projects are at different stages of completion, and there is no certainty of success for each individual project. However, by managing the portfolio effectively, organizations can increase the overall odds of success across the full range of projects and products.

Why Portfolio Management Matters for Product ManagersProduct managers play a critical role in driving innovation within their organizations. They are responsible for creating products that generate revenue, satisfy customer needs, and contribute to the organization’s growth. Understanding portfolio management is essential for product managers for several reasons:

Positioning Ideas: By understanding the principles of portfolio management, product managers can better position their ideas and align them with the organization’s strategic goals. This increases the chances of securing support and resources for their projects.
Defending Resources: When projects face competition for resources, product managers who understand portfolio management can effectively defend the resources their projects need. They can articulate how their projects contribute to the overall portfolio value and align with the organization’s strategy.
Career Growth: Product managers are well-positioned to become leaders within their organizations. As they progress in their careers, understanding portfolio management becomes increasingly important. It enables them to make strategic decisions, allocate resources effectively, and drive the organization’s product innovation efforts.

Goals of Portfolio ManagementValue MaximizationOne of the primary goals of portfolio management is to allocate resources in a way that maximizes the overall value of the portfolio. This involves considering the commercial worth of individual projects and the associated risks. By prioritizing projects with the highest potential value and managing risks effectively, organizations can optimize the return on their innovation investments.

BalanceAchieving the right balance of projects within the portfolio is another key goal of portfolio management. This balance may include a mix of new product ideas, enhancements to existing products, and maintenance projects. By maintaining a balanced portfolio, organizations can ensure that they are investing in both short-term and long-term opportunities while managing risks effectively.

Strategic AlignmentPortfolio management plays a crucial role in ensuring that the overall portfolio reflects the business strategy and that investments and projects align with the organization’s strategic objectives. By linking the portfolio to the strategy, organizations can ensure that their innovation efforts are focused on the areas that matter most and contribute to the achievement of business goals.

Right Number of ProjectsHaving the optimal number of projects in the portfolio is essential to avoid spreading resources too thinly and hindering progress. Portfolio management helps organizations maintain a manageable number of projects based on available resources. By regularly reviewing and adjusting the portfolio, organizations can ensure that they are investing in the right projects and not overextending themselves.

Characteristics and Goals of PortfoliosDynamic Decision-Making ProcessPortfolio management is a dynamic decision-making process that requires ongoing review and adjustment. As market conditions change, customer needs evolve, and new opportunities arise, organizations must be able to adapt their portfolios accordingly. Regular portfolio reviews and a flexible approach to resource allocation are essential for staying agile and responsive to changing circumstances.

Projects at Different StagesA portfolio typically consists of projects at different stages of completion. Some projects may be in the ideation phase, while others are nearing launch or are already in the market. Portfolio management must take into account the unique needs and challenges of projects at different stages and allocate resources accordingly.

Increasing Overall Odds of SuccessWhile not every project in a portfolio will be successful, effective portfolio management aims to increase the overall odds of success across the full range of projects and products. By diversifying the portfolio, managing risks, and allocating resources strategically, organizations can improve their chances of achieving their innovation goals.

Limited ResourcesResources for product development and management are limited, even in large organizations. Portfolio management helps organizations make the best use of these limited resources by prioritizing projects with the highest potential value and strategic importance. By allocating resources wisely, organizations can maximize the impact of their innovation efforts.

Frameworks for Structuring PortfoliosCategorizing ProjectsOne approach to structuring a portfolio is to categorize projects based on their nature, such as new product ideas, product enhancements, maintenance and support, and research and development. This categorization helps organizations ensure that they have a balanced mix of projects and are investing in both short-term and long-term opportunities.

Innovation Landscape ModelThe innovation landscape model is another framework for structuring portfolios. It categorizes projects based on the level of newness of the business model and the technology involved. The four categories in this model are:

Routine Innovation: Projects that leverage existing business models and technologies.
Radical Innovation: Projects that introduce new technologies within existing business models.
Disruptive Innovation: Projects that introduce new business models while leveraging existing technologies.
Architectural Innovation: Projects that introduce both new business models and new technologies.

By using the innovation landscape model, organizations can ensure that they are investing in a diverse range of innovation projects and managing risks appropriately.

Three Horizons ModelThe three horizons model, developed by McKinsey & Company, organizes projects based on the need for innovation rather than timeframe. The three horizons are:

Horizon 1: Extending the core business by making incremental improvements to existing products and services.
Horizon 2: Developing new opportunities by exploring adjacent markets or leveraging new technologies.
Horizon 3: Creating viable options for the future by investing in transformational activities aligned with the organization’s long-term vision.

The three horizons model helps organizations balance their innovation efforts across different time horizons and ensures that they are investing in both short-term and long-term growth opportunities.

Aligning Product Innovation Projects with StrategyThe Importance of Strategic AlignmentEnsuring that the portfolio of projects aligns with the organization’s strategy is critical for success. Without a clear link between portfolio management and strategy, projects may lack direction, and the organization may struggle to achieve its goals. Strategic alignment ensures that innovation efforts are focused on the areas that matter most and contribute to the achievement of business objectives.

Approaches to Linking Portfolio to StrategyThere are three common approaches to linking a portfolio of projects to strategy:

Top-Down (Bucket) Model: In this approach, the organization’s strategy is used to define “buckets” or categories of projects, and resources are allocated to each bucket based on strategic priorities.
Bottom-Up Model: This approach involves identifying and prioritizing projects based on emerging opportunities and customer needs, and then aligning them with the overall strategy.
Hybrid Approach: A combination of the top-down and bottom-up approaches, where the organization defines strategic buckets but also allows for flexibility to pursue emerging opportunities.

The choice of approach depends on factors such as the stage of the company, the industry dynamics, and the need for flexibility. However, research by the Product Development and Management Association (PDMA) has shown that the most successful innovators often use a hybrid approach, combining strategic planning with the ability to adapt to changing circumstances.

ConclusionPortfolio management is a strategic activity that plays a vital role in driving successful product innovation. By understanding the essentials of portfolio management, product managers and leaders can better position their ideas, defend resources for their projects, and contribute to the organization’s overall success.

Adopting a portfolio management approach that aligns with the organization’s strategy and leverages appropriate frameworks for structuring portfolios can help companies optimize their product development efforts and create products that customers love. By mastering portfolio management, product professionals can ensure that their organizations focus on creating the right products that drive innovation, deliver value to customers, and contribute to long-term business success.

As Mark Andreessen, the creator of the Mosaic browser and now a venture capital partner, stated, “Brand will not save you, marketing will not save you, and account control will not save you. It’s the products.” Portfolio management is the key to ensuring that organizations are investing in the right products and driving meaningful innovation. By embracing portfolio management and making it a core part of their product development process, companies can position themselves for success in an increasingly competitive and dynamic business landscape.

Innovation Quote“Brand will not save you, marketing will not save you, and account control will not save you. It’s the products.” – Marc Andreessen

Chad’s BioChad McAllister, PhD, is a product management professor, practitioner, trainer, and host of Product Mastery Now, a top 1% podcast with a global audience of product managers, leaders, and innovators. Since 2014, each episode dissects the art and science of product management, exploring the seven research-backed knowledge areas for product mastery. Listen to Product Mastery Now on your podcast player and find the detailed show notes at https://productmasterynow.com/mastery/.

Chad is the coauthor of Product Development and Management Body of Knowledge: A Guide Book for Product Innovation Training and Certification. The book distills five decades of industry research and current practice into actionable wisdom, empowering product professionals to innovate and excel. He also wrote Turning Ideas into Market-Winning Products: What You Need to Know to be a Product Developer, Manager, and Innovator and contributed to PDMA Toolbook 3.

With 30+ years of professional experience in product and leadership roles across large and small organizations and dynamic startups, he now devotes time to teaching and helping others improve. Using his Rapid Product Mastery Experience, he facilitated innovation growth in organizations such as Motorola, Panasonic, Praxair, EnerSys, and HAAS. Further, his training programs have been instrumental for countless product managers, with key offerings including:

Rapid Product Mastery for Individuals: A comprehensive program to learn and apply the seven knowledge areas of product mastery, paving the way for the New Product Development Professional certification from PDMA.
Certified Innovation Leader: A strategic course designed to teach the innovation process and enhance organizational innovation capabilities, complemented by professional recognition from AIPMM.
Product Innovation for Senior-Level Leaders: An examination of how conventional leadership inhibits innovation and what must leaders do to foster innovation in their organization.

Chad also teaches the next generation of product leaders through advanced graduate courses at institutions including Boston University and Colorado State University and notably re-engineered the Innovation MBA program at the University of Fredericton, significantly broadening its impact.

Recognized as a Top 40 Product Management Influencer and a Top 10 Innovation blogger, his journey began with a natural curiosity, taking apart gadgets in his youth, which evolved into formal studies in Electrical Engineering. As his career progressed, he became more involved in business decisions and yet continued encountering frustrations common to innovators as he strived to consistently develop products customers loved. His path led him back to additional graduate studies to delve deeper into the complexities of innovation, culminating in a PhD in Organization and Management, with an emphasis in Innovation. His dissertation received special recognition. He is also a certified New Product Development Professional (from PDMA), Project Management Professional (from PMI), and Certified Innovation Leader (from AIPMM).

Chad lives in Colorado, where his favorite seasons are fall and spring, as they bring change. He and his family have enjoyed many RV road trips, exploring the US and Canada. One of these trips was the precursor to the Product Mastery Now podcast, when they traveled the US for a year, and Chad interviewed product innovators he met along the way.

You can find more details and connect with Chad at his LinkedIn profile: https://www.linkedin.com/in/chadmcallister.

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How product managers can master product innovation strategyToday we’re talking about product innovation strategy, one of the seven knowledge areas for product mastery. These are the knowledge areas that make us successful as product masters who know how to create new value for our customers. They also lead to more influence in our organizations. This is the third episode of a series where we’re diving into each of the seven knowledge areas.

Summary of topics discussed for product managersWatch the full interview with PowerPoint slides on the Product Mastery now YouTube channel.[2:30] What is strategy?Strategy can simply be thought of as a plan to bring about a desired future.

[4:38] The Hierarchy of Strategies1. Mission Statement 2. Corporate/Business Strategy 3. Innovation Strategy 4. Functional Strategy

[6:44] Creating a business strategy[7:41] Business strategy as a basis for product innovation* Business goals * Contribution from innovation * Specific strategic focus for innovation * Attack plan and entry strategy * Project portfolio selection and resource allocation

[9:59] What you need to know before developing a business strategyTools for strategic planning[11:05] SWOT* Strengths * Weaknesses * Opportunities * Threats * (Trends)

[12:56] PESTLE* Political * Economic * Social * Technological * Legal * Environmental

[13:37] Business Model Canvas[17:22] Innovation Strategy[18:26] A Good Innovation Strategy[22:20] “I have a great idea but I can’t get support for it in my organization.”Watch the full interview with PowerPoint slides on the Product Mastery now YouTube channel.Put the information Chad shared into action now. Click here to download the Action Guide.Useful links: Check out the 2024 Product Development and Management Body of Knowledge* by Allan Anderson, Chad McAllister, and Ernie Harris * Find out how the Rapid Product Mastery Experience, the fastest path to higher-performing product managers and teams, can help your team

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How product managers can master product innovation managementToday we’re talking about product innovation management, one of the seven knowledge areas for product mastery. These are the knowledge areas that make us successful as product masters who know how to create new value for our customers. They also lead to more influence in our organizations. This is the second episode of a series where we’re diving into each of the seven knowledge areas.

Summary of topics discussed for product managersWatch the full interview with PowerPoint slides on the Product Mastery now YouTube channel.[2:06] What is product innovation?PDMA defines product innovation as the creation and subsequent introduction of a good or service that is either a new or an improved version of previous goods or services. Product innovation involves creating value, which is judged by the customer.

[3:23] What factors influence product innovation?There are four categories of factors that influence product innovation:

Controllable
- culture
- strategy
- capability
- organizational structure
- finances
Uncontrollable
- competitors
- government policies and regulations
- international environment
Internal
- board
- management
- marketing
- production
- finance
- purchasing
External
- consultants
- suppliers
- regulators
- agents
- trade
- customers

[5:19] Why is product work hard?Successful product innovation is challenging because it doesn’t just happen by accident. As much as 70-90% of consumer products fail to meet their revenue expectations.

This means organizations are wasting financial and human resources at a tremendous rate. Your competency with these concepts in the Body of Knowledge helps equip you to turn this around and be more successful creating products customers love and that generate revenue for your organization.

Some famous examples of failed product launches that missed some aspect of product innovation are:

New Coke
Apple Newton
Blackberry phone
Nintendo “Virtual Boy”
Segway
Gerber “Adult” Food “Singles”

[7:20] What factors influence product innovation success?I want you to be aware of success factors at three levels:

project
people and environment
strategy

[7:39] Success factors at the product project level* Develop unique, superior products, not me-too products * Have a clear focus on a target market segment * Do your pre-development homework * Develop a clear, concise and stable product definition from the beginning * Adequately plan and resource the launch * Execute with speed—but not at the expense of quality of execution. This creates a tension that product teams live with—speed with quality

[9:01] Success factors at the people and environment level* Organize project teams to fit the constraints and complexity of the project * Create the proper climate and culture to support innovation and remove innovation barriers * Enlist top management support

[9:35] Success factors at the strategy level* Have a product innovation and technology strategy that is aligned with organization strategy * Leverage core competencies * Target attractive markets * Use portfolio management * Use the necessary resources for each project

[10:34] What does research tell us about product innovation success factors?The PDMA Comparative Performance Assessment Study has identified factors consistent among high product innovation performers, organized into seven areas. They study is conducted every few years, and the most recent one was titled Product Development Global Best Practices Survey.

[11:26] 1. Innovation Culture* Failure is understood * Managers establish objectives * Innovation is considered in recruitment * External communication is used * Innovation and risk-taking are valued * Constructive conflict is encouraged * Internal communication is effective

[12:32] 2. Product Strategy* Well-defined new-product strategy * First-to-market or fast-follower strategy * Focus on sustainability * Intellectual property considerations * Global business model

[13:24] 3. Portfolio Management* Select projects * Balance across projects + Radical vs. incremental + Low vs. high risk + New vs. existing markets

[14:09] 4. Product Process* Formal, cross-functional process * Continuously re-design the process * Specialized team structures to drive product innovation * Adopt flexibility * Senior manager support

[15:16] 5. Front End of Innovation* Spending considerably more effort to understand customer needs * Formal processes for idea assessment * Open Innovation * Social media to gather customer information

[16:09] 6. Development Tools* Use market research tools to understand customers * Use engineering design tools * Emphasis on project planning tools

[16:32] 7. Measures & Metrics* Formal metrics for measuring performance * Metrics for both outputs and process: + Outputs—product profits + Process—milestones * Metrics for continuous improvement

[19:10] What does a product manager do?The responsibilities of product managers vary by organization, but some general responsibilities include:

Understand customer experience
Develop vision
Prioritize processes and activities
Develop product pricing and positioning
Negotiate with stakeholders
Build and follow a roadmap
Arrange product testing groups
Drive product launch
Participate in the promotion plan
Build and maintain product awareness

[20:22] What are the skills of successful product managers?* Discovering customers and their needs * Market knowledge * Innovation awareness * Strategic thinking * Technical knowledge * Expert communication skills * Relationship management * User behavior understanding and empathy * Ability to explain business and technical requirements * Measuring the success of a product

A product manager is responsible for market success. They develop the product strategy and engage in product work through all stages of work—idea to launch and ultimately to product retirement.

A product manager works across functions, such as development, marketing, sales, and finances, to coordinate resources, transfer to them the product vision, and build a product roadmap.

[21:53] What are some key metrics for tracking product management performance?* Monetization * User engagement * User satisfaction

[22:20] What are key strategies for a Product Manager’s success?1. Create a vision 2. Develop a plan to execute the vision 3. Guide the development of products 4. Commercialize the products

Watch the full interview with PowerPoint slides on the Product Mastery now YouTube channel.Put the information Chad shared into action now. Click here to download the Action Guide.Useful links: Check out the 2024 Product Development and Management Body of Knowledge* by Allan Anderson, Chad McAllister, and Ernie Harris * Find out how the Rapid Product Mastery Experience, the fastest path to higher-performing product managers and teams, can help your team

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The essential knowledge areas that give product managers more influence and successToday we’re talking about the seven knowledge areas for product mastery. These are the knowledge areas that make us successful as product masters who know how to create new value for our customers. They also lead to more influence in our organizations. This is the beginning of a series where we’ll dive into each of the seven knowledge areas.

Summary of topics discussed for product managersWatch the full interview with PowerPoint slides on the Product Mastery now YouTube channel.[1:14] Who is Chad McAllister?I’m a product management professor, practitioner, trainer, and host of the Product Mastery Now podcast.

[3:19] Chad’s path to product management Worked in software project management * Became fascinated with why we sometimes miss the mark in developing products for customers * Earned a PhD in Innovation* to study this problem more deeply * Discovered the Product Development and Management Association (PDMA) * Learned the PDMA product management and product innovation Body of Knowledge (BoK) * Created an online training system for people to learn the BoK, including the seven knowledge areas * Contributed to the BoK, which is now complied in a book released every few years

[13:40] Co-author of the 2024 edition of the Product Development and Management Body of Knowledge: A Guidebook for Product Innovation Training and Certification[15:31] Why did Chad co-author the 2024 BoK? I value the BoK and want to improve it * Opportunity to give back to the product management community * Not* for book royalties—all sales support PDMA, a non-profit organization

[17:10] Who is the BoK for?* Product managers, innovators, or leaders seeking comprehensive guidance on the required disciplines for increasing the success of product innovation * Those planning a new career in product or innovation management * Everyone committed to earning the New Product Development Professional (NPDP) recognition to demonstrate their understanding of product innovation

[21:55] Why might you be interested in the BoK?* Product professionals need a proven framework to fill gaps in their knowledge while also deepening their understanding * The BoK provides an established framework for a wide cross-section of product and service industries at various levels of an organization * Only PDMA can provide this, based on researching and curating the body of knowledge since 1976

[26:23] What’s next?Over the next few weeks, we’ll discuss the seven knowledge areas:

Product Innovation Management
Strategy
Portfolio Management
Process
Design & Development
Market Research
Culture & Teams

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The habits that set apart transformational product leadersToday we are talking about why organizations are increasingly facing the need to transform and how to navigate those changes. If you have experienced a big change, you already know firsthand how challenging it is. All of us need to know the principles that make transformations successful, and that is what we’ll takeaway from this discussion.

Joining us is John Rossman, who was an early executive at Amazon and led the launch of the Amazon Marketplace (which allowed third-party businesses to sell on Amazon). He is a four-time author including best seller “The Amazon Way” and “Think Like Amazon,” as well as a sought-after business advisor and keynote speaker. His expertise is on leadership for innovation and business transformation.

His most recent book is Big Bet Leadership: Your Transformation Playbook for Winning in the Hyper-Digital Era.

Summary of some concepts discussed for product managers[2:41] What advice have you received that helped you think about how to have more successful influence in the organization?I had a longtime business partner, Steve, who told me, “After Amazon, your superpower is always clarifying and simplifying the discussion, the meeting, or the communication.” I recognized from Steve that one of the things I learned at Amazon was how to clarify and simplify. Especially in a complex situation, the person who can clarify and simplify the communication is the controller of the situation.

After I left Amazon, one of my key clients was the Gates Foundation, and Greg Widmyer told me, “You do a really nice job taking the little strategies, inserts, and mechanisms from Amazon and delicately implementing them and influencing our work. I think you ought to write a book about it.” The ability craft a story and influence others at scale through a book was a great piece of advice and something I had never thought about before.

[5:48] What are Big Bets and why are they important to organizations?A Big Bet is any initiative, strategy, or project that both has the potential for significant business impact and business upside and has significant multi-sided risks or assumptions. They are not simple initiatives or straightforward capabilities.

Big Bets typically happen at the enterprise level but can happen at the team or product level. They get called lots of things like market repositioning, merger integration, digital transformation, AI strategy, etc.

Big Bets have a 70-85% failure rate, but those are all errors of commission where an initiative was taken and it didn’t work as scheduled. The biggest failure point is typically the benefits. But those statistics don’t count the errors of omission where a Big Bet was needed but one wasn’t taken. When you see a company go from great to average or from average to irrelevant, a Big Bet was needed.

The framing of my book, Big Bet Leadership: Your Transformation Playbook for Winning in the Hyper-Digital Era, is critical to answer the question, why are Big Bets needed? It’s my hypothesis that these past 30 years of digital change has been the warmup innings for the next era, which we call the hyper-digital era. The companies that can make a core capability out of transformational change, high potential impact, and high risk will win. In addition to being operationally excellent and great at incremental moves, they are going to be great at these transformational capabilities, these business model changes that are so essential. Those are the Big Bets.

[9:33] Tell us about solving wicked problems.If you asked me, “John, what are you good at?” I would say I’m good at solving wicked problems—multi-sided, non-obvious problems. Technology is just one of the mega forces that I think will drive this next era. Mega forces include change, labor force, and population. Another mega fore is the need for our country to drive innovation. Just to be able to afford the required spending, we have to grow the economy. Those mega forces combined will create this cyclone of transformational change.

There are going to be a lot of new winners and new losers. Transformation has to become a core capability for senior leaders. Today, it is not. That’s the problem we are trying to address in Beg Bet Leadership.

[11:44] Can you share a success story—why transformation was needed and what the leader did to make it successful?My co-author Kevin McCaffrey drove new business incubation at T-Mobile, a company that has gone through a decade or more of Big-Bet success. In the book, we feature four Big-Bet legends: Elon Musk, Jeff Bezos, John Legere, and Satya Nadella. The story of T-Mobile starts in 2013 when John Legere declared war on the other three major carriers and started the uncarrier moves. Over the next five to ten years, T-Mobile underwent 12 sets of uncarrier moves. It took them from an irrelevant fourth-position carrier to a brand and innovator in a very commoditized business. They created value propositions for customers by doing the exact opposite of what the industry did. Before T-Mobile changed the game, we had to sign contracts for phones and carriers and pay overage and roaming fees. It was all customer-unfriendly. John Legere led a revolution. T-Mobile’s stock is up over 700%. They’re now the market leader. John Legere set up a system for Big Bets.

Kevin and I studied these legends to understand what they do differently from other operational leaders. Our framing is that Big-Bet legends have three habits:

Create clarity.
Maintain velocity.
Accelerate risk and value.

[16:05] What are the differences in innovation practices between T-Mobile and Amazon?Amazon has an innovation approached called Working Backwards. They start with the customer and work backward. They use written memos and active debate to experiment and make both high-stakes decisions and refinements before they commit resources.

Many former Amazon leaders make the mistake of implementing Working Backwards at their companies. It typically fails big-time because you don’t have the culture, the DNA, or the background to be successful. Kevin and I, from a first-principles standpoint, redesigned a Working Backwards process that fit T-Mobile. A lot of that experience is now in Big Bet Leadership. We outline a specific approach of how to write memos that help create clarity that sets up the other two habits that are the essential underpinnings of being successful at Big Bets.

[18:21] What should product managers know before implementing a successful practice in a new company?Understanding the cultural norms and natural orientations is critical. T-Mobile is a very finance-driven organization, almost to a fault. We weren’t going to change that. We figured out how to take advantage of that through our application of this memo process. We feature the financial case as part of the ambiguity that has to be tested away before we go big on our Big Bets.

If you need to change everything about how the company works, you’re setting yourself up for failure. Shrink the change and minimize the transformation to get to the real business transformation.

Tell us about the three habits of successful Big-Bet leaders.[20:27] Create clarity.Start with customer centricity. You have to get to the real “what sucks.” Our first memo is called the What Sucks memo. It’s easy to talk about the low- and middle-grade issues your user has, but what’s the real “suck” that would get them to actually switch to buy your product or service at a premium? Get to that level of understanding through all your customer research, and capstone it with a singular point of view: Here’s the customer. Here’s what sucks. Here’s the killer feature. What’s the one use case, feature, or combination of things that would solve this “suck”?

Once you have a great definition of the suck and the killer feature, you can make the outcome definition. What is your crystal clear value proposition that would deliver this killer feature? What are the three to five critical assumptions, risks, or things that have to be true in order to deliver that killer feature and that outcome definition?

Bezos says he wants “crystal narratives with messy meetings.” Have the clear memo and then allow wandering in the discussion. Writing memos is hard, but it makes it so much easier for the senior executives to understand the situation and what you’re proposing, to see underlying opportunities, and to weigh them against other potential resource allocation decisions. We have a lot of really good ideas, but we can only go with a limited number. We create clarity by separating out the right Big Bet from all the other good ideas.

[24:04] Maintain velocity.It’s easy to start off with energy and commitment, but your transformation can quickly become just another typical project or initiative. For Big Bets, you have to predict the issues that come along with Big Bets, like policies, naysayers, and stakeholders. To maintain velocity, you have to put your Big Bet in an environment that will allow it to have a pace that is unnatural for typical projects.

[25:12] Accelerate risk and value.Accelerate risk and value, deferring as many other commitments and resources as possible until the big assumptions and unknowns are better understood. This is the most counterintuitive habit for most senior leaders. We tend to fall in love with an idea and then announce it and start budgeting and making commitments against it. That doesn’t allow us to test and validate those big assumptions we’ve been making or allow our project to change. When the team members see all the commitments they’re being signed up for, everyone becomes task-oriented and starts de-risking the project, and that’s where the biggest failure points happen. Our ambition becomes lower, so we might deliver the initiative but not the promised impact that went along with it.

Action Guide: Put the information John shared into action now. Click here to download the Action Guide.Useful links: Order Big Bet Leadership* on John’s website or Amazon * Visit John’s website * Connect with John on LinkedIn * Listen to episode 448 on Amazon’s Working Backwards approach with Colin Bryar

Innovation Quote“The greatest danger for most of us lies not in setting our aim too high and falling short but in setting our aim too low and achieving our mark.” – Michelangelo

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Tools for making voice-of-the-customer insights more accessible to product managersToday we are talking about aspects of the Market Research knowledge area for product mastery. Specifically, we are discussing how to overcome challenges collecting actionable customer insights.

Helping us with this is Prashant Mahajan, the founder of  Zeda.io. Prashant is an experienced product manager and leader, having guided product development in several organizations.

In these experiences, he identified a critical gap: Many Product Managers are unsure if they are building the right products because they can’t access customer feedback, customer insight, or sentiment. This led him to developing Zeda.io, which is also focused on the importance of publicly sharing product roadmaps and progress with customers.

Summary of some concepts discussed for product managers[2:52] You founded Zeda.io to help product managers capture the voice of the customer and get actionable customer insights. What challenges did you encounter as a product manager that gave you experience for improving how to gain customer insights?We learn about product management best practices, like solving customer problems and making a strategy, but most of the product management I saw in companies was about operations. Updating an Excel sheet or going to a meeting was taking up too much of my mental bandwidth. I thought there could be a better way to do product management, where operations are taken care of by software. We took inspiration from GitHub AI Copilot and Chat GPT. We started with the vision to make product management simpler and smarter.

Product management can be divided into product discovery, prioritization, building, and launch. Most product people are good at building things, but they don’t know what problem to solve. If people knew what to build, we would not see companies launch useless products and fail.

I experienced these challenges firsthand in my previous company. You get input from sales, support, customer-facing teams, and user research. As the company becomes bigger and bigger, the distance between the product team and the user keeps increasing. Meeting with people is like playing Telephone, and by the time you get information, it might be four or five people away from the customer. You can’t go to one place and find out what your customers are asking. I wanted to make a platform where you can centralize the customer voice, analyze it, generate insights, and make the key takeaways actionable.

The product team, including designers and engineers, needs to know why they are building things. If you tell them the problem and the impact of solving it, they can brainstorm together and ship it out. It’s critical that you’re using your resources for the right problem, which will create impact, and not just randomly building things.

[10:24] After you built a product to solve your problem, how did you validate the pain points and core problems for the larger product management community?I am a strong proponent of talking to people. In the last three and a half years, I have had a call with a product leader on average every day. I’ve talked to CPOs, VPs, and people who have just started as the first PM at a startup.

The core problem as a product leader is there are so many ideas and a lack of confidence on deciding which idea to pursue. You need to justify the ROI of building a product.

One CPO said he needed our product to be insurance for his job. If the product didn’t work, he would be fired. He needed the data to save his job.

[14:18] How does your product at Zeda.io help product managers?We focus on product discovery and planning. We centralize all your customer voice or input from customers and customer-facing teams in one place so you don’t have to juggle meetings and Excel sheets and you don’t lose any information.

We use AI to analyze customer input and show its impacts: What are your top customers asking? What are you current customers asking? What are your potential customers asking? What are the biggest pain points, opportunities, feature requests, etc?

You can adjust the prioritization framework to prioritize based on revenue, number of requests, particular product, etc. You can convert an action into a Jira ticket. When you ship the product, we’ll help you publish release notes and updates, which help with adoption and NPS and reduces churn.

[16:54] How is the problem of transparency with information addressed in organizations now and by your platform?If you don’t have a tool like Zeda, you will have separate tools to keep track of information from sales, customer support, user research, product, etc. The tools and processes would be different, and the information would be scattered. Getting access to information from different sources and converting it to a presentable form will take weeks.

We have built native integration into all the different tools. The information is centralized in real time. This cuts down weeks of collecting information to days.

[21:19] How can AI be leveraged to help product managers?One way is taking care of operations. I can write SQL queries or I can ask the AI to do that work. Building a product is an art and a science. The craft of building a beautiful product requires a lot of focused attention. If the AI takes care of operational speed, you can do more strategic, creative work.

The second use of AI is researching your product. Once you have identified what to build and spent time doing strategic, creative work, brainstorming with AI before a meeting will help a lot.

For example, if you’re building a product for older people, you could ship it to a 70-year-old person and find out you need to make the font size bigger. Then you go back to your development team and tell them to make the font size bigger. Instead, you could ask AI to tell you about research that has already been done that shows that conversion rate increases with font size.

Action Guide: Put the information Prashant shared into action now. Click here to download the Action Guide.Useful links:* Learn more about Zeda.io * Connect with Prashant on LinkedIn

Innovation Quote“Fool did not know it was impossible, so he did it.” – unknown

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How product managers can design their customer experience journeyWe all want to create products that customers find valuable and even delightful. But accomplishing that is complicated, and some teams lose focus on the real objective or start without a clear vision for what they need to accomplish. How can using the customer experience journey help you make better products?

We are about to find out with Jason Friedman. Jason has started successful businesses in several industries including medical diagnostics, automotive, spirits, and digital media. He has taken his experience and knowledge and focused it to help companies gain an unfair advantage over their competition through the art and science of designing their “customer experience journey.” He is founder and CEO of CXFormula, which works with entrepreneurs to Fortune 100 companies including Nike, Universal Studios, Burger King, Bank of America, and others.

Summary of some concepts discussed for product managers[2:26] What is the customer experience journey?The customer experience journey is the perception that a customer has after interacting with your product, service, brand, and team. The most important piece is how people feel.

Today the customer experience journey is more important than it ever has been. Today, AI has dominated everything, so people can create a new product or idea in minutes. Where we shine as product managers is in the experience people have with our product. We can make it amazing, and that’s what differentiates us in the crowded market.

[5:38] I’d like to provide two scenarios. First, sometimes startup founders develop a product to solve their own problem and assume others experience the problem the same as they do. Second, established companies can believe they are the experts in their domain and tell customers what they need. In both scenarios, the customer experience is not considered. How would you avoid these problems?The customer experience journey is all the touch points a customer has with your product, including brand, service, support, usability, and instructions.

There’s that famous quote from Henry Ford, “If I asked people what they wanted, they would have told me faster horses,” and Steve Jobs has been quoted as having a similar perspective. Often, customers don’t have the vision for creating a paradigm-shifting solution. Those companies might be right that their customers don’t know, but they miss the deep understanding of their customers. When we don’t truly understand our customers and what they really need and want, we can create a product that may be awesome but that customers are not going to adopt.

I don’t want to discourage anyone from thinking outside the box. If you only rely on what your customers tell you, you might miss out on coming up with some amazing innovation. But finding out how to really understand our customers and their true wants and desires is problematic for many of us. We don’t really know, so we rely on superficial information.

My background is in theatre working behind-the-scenes. In theatre productions, the focus is almost exclusively on the audience—the customer. Everything we do on stage is about the customers’ reaction.

In our businesses, we often lost sight of the customer. A business owner who built a product for themselves might have been the customer at one point, but often they have the curse of knowledge. They know too much and lost sight of where their customers are. They might overdevelop or create something that’s not aligned with the customers’ true needs.

One of the tricks is to get inside the customer’s head. Pretend like you’re going to play your customer on stage as a character. Get into character. Many famous actors use method acting. They go deep in understanding that character so much so that they know what they had for breakfast or who their imaginary friend was when they were a kid. Sometimes they make this up, but they make it up in real context and try to walk in their character’s shoes. All their research is to understand all the things that make them tick. They’re able to articulate what’s going on inside that character’s mind that the character might not have been able to say themselves.

As you think of developing a product, if you can get into the head of your customers and really understand them, you can start to solve their problems and show them a solution that they couldn’t have told you they wanted, but when they see it, they say, “That’s it. That’s what I need.”

[11:30] What’s another action we can take to better understand customers’ pain points?Amazon is a great opportunity. Look at products on Amazon that solve similar pain points and read through the reviews of all the frustrations. It’s a gold mine of information on how to make a better experience for people and maybe even how to invent a better product. Once we know who that market is and what their frustrations are, we can put something together from there.

[13:40] What do we do once we’ve identified pain points?When you’ve identified all the pain points, all the moments where it gets even a little bit more hard, frustrating, or annoying, think about how to reduce or remove that. As you start thinking about getting into character, once you’ve designed your product, now become your customer and use it from opening the box. Was opening the box impossible or a pleasure?

We try to decrease time to first value, the shortest amount of time for someone to perceive a “wow” or moment of value. The shorter time period until they experience that moment, the better. If the moment you receive the package is a “wow,” everything’s going to be better. You’ve just shined sunshine on a cloudy day, and all the other steps are going to be great. If you actually think through the other steps and they are also positive, now you’ve really got an amazing journey that people are going to be excited to go on with you.

[16:48] What tools do you use to understand the customer experience journey?We have a proprietary tool we use. We map out the existing customer journey and then identify friction points and places where we can increase the joy. We map the customer journey to what we call a kinetic pathway. Think of it like a water slide. If there’s not enough water, it’s really hard to go down, but if there’s plenty of water, even if you start to go uphill a little bit, you’re still able to get to the end of the slide.

We map out every single step from pre learning about your product all the way through to post using your product or service. The key is to do this from the vantage point of your customer. If you send them an email, write down, “receive an email,” because you’re being the customer.

Then we break down each step of the journey into five different dimensions:

What are they doing?
What are they thinking and expecting?
What are they using to do this step?
Who or what are the interacting with?
How are they feeling?

If you map out the whole journey, you’re going to see a crazy roller coaster ride of the customer’s feelings. You’re going to find the friction points almost immediately. When you identify those friction points, ask, “Why is this hard?” It may not be that the step it hard. It may be that an expectation needs to be set a few steps earlier. Look at whether a friction point was affected by something before and whether each step is creating friction in the future. When you see this diagram, you get clarity on what needs to change to create an amazing experience.

[21:21] Could you talk through an example of a company that has improved their customer experience journey?I’ll give the example of a restaurant, which I’ll call Tom’s Place. It was a local neighborhood restaurant that called us because they were about to go out of business. They had very few people come back a second time, and for most meals they had only three or four tables in use.

I asked the owner why he started his restaurant, and he said he wanted to create a restaurant like Cheers from the TV show. He wanted it to be “your dinner table away from home,” but it never turned into that. I asked a couple of people who were eating there how the food was, and they said, “eh,” and I asked them how the service was, and they said, “eh.” You can’t win in a restaurant with “eh” food and “eh” service.

I asked the owner, “What was the cool thing about Cheers?” He said, “Everybody knows your name.” We needed to up the level of service.

We transformed the restaurant by looking at every single moment. How does the first moment set up the next moment and the next and the next?

After our changes, when a customer came in the host would ask if it was their first time dining at Tom’s Place. If they said yes, the host would give them white napkins, and if they said no, they would get red napkins. When the waiters and waitresses saw the red napkins, they would say, “Welcome back. It’s so great to see you again,” even if they didn’t know their names. If it was white napkins, they would say, “Welcome to Tom’s. It’s so great to see you. Make sure you ask our waiter for our favorite meals. We have some awesome specials,” to build the excitement.

The waiters would introduce themselves, ask for the customers’ names, and write them down. The waiters would ask first-time customers if they have any allergies and ask if they would like a special appetizer on the house from the chef. The waiters would ask some questions and tell the customers the best things they could order. The whole experience was personalized, custom-tailored, and interactive.

At the end, the waiter would give their name and say, “It was such a pleasure to serve you. We want you to think of this as your dinner table away from home. So on any of those nights you don’t feel like doing the dishes or you want to hang out with some friends, come on back. I’d love to have you in my section. You can always ask for me or any of my colleagues. We just want you to come back and have a great time.”

All of a sudden, people were raving about Tom’s Place on Facebook and bringing their friends to show them how cool it was. The cost of this transformation was zero dollars. They had napkins coming from a linen service no matter what. We switched them from all white to half red and half white. It was about thinking through the journey. What was that first step? We needed to make a good first impression. We told the customers we wanted them to think of this as their dinner table away from home. We planted a seed so they’re thinking and expecting that now. Suddenly they said those same words, “Tom’s is like my dinner table away from home.”

It’s the thinking about the customer experience journey that is super powerful. The execution to create an amazing experience doesn’t have to expensive. It has to be thoughtful.

Action Guide: Put the information Jason shared into action now. Click here to download the Action Guide.Useful links:* Learn more about CXFormula * Get a free PDF gift from Jason for PMN listeners: Gift.CXFormula.com/RPM

Innovation Quote“Whatever the mind can believe and conceive it can achieve.” – Napoleon Hill

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How product managers can empower their teamsToday we are talking about how product leaders can create more effective teams by using a people-first leadership approach.

Joining us is Diana Stepner, Head of Product for Education at the Chan Zuckerberg Initiative. Her approach to product leadership empowers individuals, fosters collaboration, and connects with people in an authentic way. She is also a product leadership instructor on Maven and has held leadership and advisor product positions.

Summary of some concepts discussed for product managers[2:09] What does people-first product leadership mean?Launching people is just as important as launching products. When people feel supported, their product efforts shine. When I was defining my leadership style, a colleague referred to me as a servant leader. I appreciated the notion, but I didn’t really like the phrase. I’m not an attendant to my team; I lead my team. Instead, I wanted to acknowledge that I like putting people first, and that’s what I expect for my team. That’s where the phrase people-first product leadership came from.

[3:33] What are the key capabilities that leaders need if they’re going to adopt a people-first product leadership approach?1. Positive leadership character: Show traits such as integrity, responsibility, forgiveness, and compassion. 2. Creating psychological safety: Establish an environment where team members feel safe to take risks, speak up, share their ideas, ask questions, be honest, and make mistakes. 3. Promoting a learning culture: Provide the opportunity to continually learn and improve as a team. That enables individuals to adapt to changes and strive for excellence. That’s really important in product management, because things don’t stay the same. We always have new technologies and new competitors, and product management continues to evolve. A learning culture ensures we’re staying up to speed on all the areas that impact our product.

[5:37] Tell us more about the aspects of positive leadership character.1. Developing people: This takes integrity and responsibility. Focus on developing people, not just products. Help people gain skills, confidence, and knowledge, so the team can work better together. 2. Self-awareness and emotional intelligence: This takes compassion and forgiveness. Help individuals build their self-awareness and emotional intelligence. Understand your own emotions and understand and appreciate the emotions of others. Express empathy. I use an exercise called an Emotions Wheel that helps people identify their emotions. 3. Active listening: Develop a listening style that encourages people to be engaged and creates an environment that’s not competitive. Show that you’re being attentive to, comprehending, and internalizing what’s being discussed. Be able to summarize and move forward together.

[9:22] Tell us more about psychological safety.1. Empathy and understanding: Create an environment where people feel comfortable to tackle the unknowns. 2. Experimentation: Encourage your team to experiment, try different ways to approach problems, innovate, and learn from failures. 3. Sharing mistakes: Build a culture where people feel comfortable openly discussing and learning from mistakes.

[14:28] Tell us more about how the Emotions Wheel can help create psychological safety.The Emotions Wheel is an exercise I do at the start of my people-first product leadership course on Maven. It’s a great icebreaker. People put a dot on the Emotions Wheel next to the emotion they’re feeling. It helps everybody understand what others are feeling and gives an indication to me as the teacher of how to best incorporate individuals into the session. At the end of the day, we ask participants how they’re feeling now. That helps them acknowledge that new things can be scary and helps them look back at what they learned, the friends they made, and how their emotions were affected.

Another exercise I use is called a Read Me. It’s a document where you outline how you work most effectively and how others can best work with you. It’s a good way to break the ice and a reference point for new team members or to refer back to when you haven’t talked to someone in a bit.

[17:28] Tell us more about promoting a learning culture.The main characteristic of a learning culture is empowerment through experimentation. Systematically encourage experimentation. Know the hypothesis, why you’re experimenting, and the desired outcome. Share successes and failures so the rest of the team learns too.

[19:04] How do you introduce empowerment through experimentation to the team?I introduce the concept of experimentation by letting people know that I’m going to make mistakes. It’s often unexpected for a product leader to admit they’re going to make mistakes. The team is stronger when they feel comfortable sharing the knowledge that we’re all human and we’re all going to make mistakes. If they hear that from the leader and see it in practice, that helps the team feel more comfortable that they can make mistakes too. I create a space where we can learn from each other and revise our thinking, rather than always following my way.

[22:42] What can a product manager who is not yet a product leader do to help create a climate of people-centered product leadership?Create a product management community of practice. Start by reaching out to someone else who wants to promote learning or create psychological safety. Then each of you can reach out to another person. You need about 33% of the desired people to be involved in your community of practice to start to see change. Depending on the size of your company, that could be a really small number of people. Start to identify ways you can influence each other and have that permeate out to the individuals you work with. If you mirror the characteristics you want to have reflected back on you, that will permeate out to others because they will feel supported and encouraged. You’ll begin to notice those people who are champions of they way you’re conducting your meetings or doing user research. You can identify those individuals who can be part of your community of practice.

Action Guide: Put the information Diana shared into action now. Click here to download the Action Guide.Useful links:* Check out Diana’s course on Maven * Connect with Diana on LinkedIn * Sign up for Diana’s newsletter * Visit Diana’s website * Listen to episode 474: Emotionally fit leadership for product managers – with Dr. Emily Anhalt

Innovation Quote“Where there are no politics or people vying for a bigger slice of a pie, magic happens. When things are done collaboratively and equally, everyone roots for each other, and the only winner is the team.” – Jared Hecht

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Product management insights from medical innovationsToday we are talking about product management and innovation of medical products. Throughout my career, I’ve often found the best insights for improving my product work by learning from other industries, so even if you are not involved in medical products, you’ll be able to apply the practices you are about to hear. You’ll learn where insights for new or improved products come from and the pitfalls to avoid in getting products launched.

We are learning with Ron Richard, a seasoned expert specializing in medical devices, medical diagnostics, and the life sciences. He has over 35 years of experience in the Medical Industry, has launched over 40 products, and has 17 patents under his belt. He is also the author of the book Someday is TODAY, which describes how to move from idea to launched product.

Summary of some concepts discussed for product managers[2:17] How did you get your start in developing medical products?I started through my experience as a respiratory therapist. I worked in intensive care where patients are often on a ventilator and intubated. It’s frustrating to try to communicate with patients because they can’t talk. The first product I invented was a communication board that has simple phrases on it that a patient can point to. I didn’t have any idea how to develop a product, but I saw a problem and came up with a solution.

I’m also a paramedic, and I worked on an ambulance. Back in the day, when you pick someone up and put them on oxygen, the oxygen cylinder goes right between their legs on the gurney as they’re transported to the ambulance. It was not very comfortable or safe. I bought some PVC tubing and straps and made my own oxygen cylinder holder. That got sold to the company that makes gurneys, and it’s still in use today.

[5:38] What skills are involved in discovering insights that lead to products?Be open-minded. Be attentive to what’s going on in your surroundings. Live in the moment. When I’m dealing with critical issues with patients, I could get distracted, but I’ve had the ability to stay in the moment and not only take care of the patient but also work with the clinical team and observe what products they’re using.

[7:01] What role do patients play in getting insights for new products?The first step is to come up with a platform or base idea. The next step is to interview patients and talk in general terms through a PowerPoint or show them a prototype and get their feedback.

Many years ago, when people started using CPAP, which is a way to keep your airway open through a mask attached to a machine by a hose, the masks were very clunky and hard to put on. You had to really tighten them up, and it would make a crease on your nose and a red welt around your face. I saw those problems right away with patients. Through my experience at ResMed, we developed some of the most world-class, very comfortable masks you could ever imagine. That really advanced the whole field of sleep apnea, because if the mask is not comfortable, the patient isn’t going to wear it.

[9:54] How do you make prototypes?I’ve used all kinds of different materials: foam, cardboard, plastics. Now 3D printers are fantastic. You can make all different sizes and shapes of things as long as you’ve got a decent CAD drawing.

My book is focused on medical stuff, but I’m working on a project now using the same framework in my book to develop a new rain gauge. We’re using 3D-printing rapid prototyping.

[11:16] How does your innovation process apply to many different fields?Early in my product development career, I attended a week-long workshop called the House of Quality that was put on by Ford and Toyota. I noticed the Ford and Toyota engineers had different approaches to developing products. The Japanese Toyota engineers seemed to develop products from being curious about something and talking to car owners and drivers about their experience. They were getting customer feedback and trying to develop something that would make the customer say, “Wow, this is fantastic. I love this car.” That’s what I’ve put into my medical career: Let’s make the customer exceedingly happy.

[13:12] What role do medical practitioners play in getting insights for new products?I was invited to give at talk about product development and invention to the doctors at Stanford. After the talk, a lot of doctors told me, “I have these great ideas, and I just can’t get them out of my coffee cup. What’s the next step?”

I feel that clinicians are the best inventors because they see first-hand what doesn’t work well. Always be curious. Always challenge what you’re using or doing. Try to see where there could be improvements to ultimately improve outcomes in patient care. Be innovative. Develop things that are patient-focused, patient-centric, and patient-first, or customer-focused, customer-centric, and customer-first.

[15:53] Have you seen issues with medical practitioners or designers thinking they understand the problem better than the customer does?There’s a constant balance that needs to be created in a company’s culture. The engineers who are designing and developing don’t really have medical backgrounds. If you have a good medical company, you’ll also talk to a panel of nurses, respiratory therapists, or doctors.

Sometimes products slip timelines or fail because of arrogance inside the organization. Someone in senior management says we don’t need to talk to patients or doctors because we’ve been doing this for so long so we know exactly what to do. They say we’re going to move forward because the longer we take to get to market, the more money we spend. They end up coming out with an inferior product.

It’s better to go slow and get enough input from the right people that you can make good decisions to move forward with the product.

In my experience, if someone has a strong personality and wants to disregard all the upfront work to build a product quickly, you end up making mistakes. You launch version 1 and then six months later you release version 2. In a year and a half, you’re on version 4.

You have to be patient and willing to go talk to people and develop relationships. I think about “Know, like, trust.” First, I get to know someone. After they get to know me, they like me. Then, the last step is trust. They trust to share information with me and I trust that what they’re saying is meaningful. I’m listening and taking the information back so it can ultimately help patients.

[19:47] What are some mistakes you’ve made or seen others make while moving from an idea to getting a product launched?One mistake is feature creep. The danger of talking to customers is they may have various opinions on how to clinically approach a problem. If there is a person who holds high esteem within your organization, some people may ignore everyone else and develop a product for only one customer’s needs. You should blend all the information together. Feature creep means people come back to you when you’re fairly far into the product plan and ask you to add more features. That stretches out the timeline and makes engineers not like working at your company.

Another problem in the medical field is changes in reimbursement. You can go to market thinking your product fits a certain reimbursement, but every year the reimbursement rate can change. That can affect your ROI.

Action Guide: Put the information Ron shared into action now. Click here to download the Action Guide.Useful links: Learn more about Ron’s consulting company, BLD Medical * Check out Someday is TODAY*

Innovation Quote“Get your ideas out of your coffee cup and on the market and take action.” – Ron Richard, inspired by a conversation with a doctor

Someday is TODAY!: Get your ideas out of your coffee cup and on the market

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The Discover, Analyze, Create, Develop Design Thinking Framework for product managersYou’ve heard about Design Thinking or even tried it. It is a simple-to-understand tool for solving problems, developing strategy, and most commonly for us product professionals, for developing a new product or service. And while it is simple to understand, that doesn’t mean it is easy to apply. I’ve seen Design Thinking mistakes, and I’ve made my own as well, which limit the results this powerful tool can provide. When you apply Design Thinking, wouldn’t you like to know you are getting the most from it?

That is why Tom Granzow is with us. He has applied Design Thinking to hundreds of projects and also trained over 1200 people to use it properly. Tom has held senior innovation roles with an emphasis on medical devices and equipment and now shares his 35 years of experience and knowledge with others as the founder of Granzow Design Strategies.

Summary of some concepts discussed for product managers[2:23] Why is Design Thinking one of your primary tools?I think of Design Thinking as a framework and set of tools for problem solving. There are four key things that Design Thinking helps me accomplish:

Getting closer to the customer
Turning insights from customer research into action
Driving collaboration
Experimenting and iterating

Design Thinking is a common framework that helps me communicate with other folks and get everybody on the same page.

[5:09] Tell us about the phases of the Design Thinking framework: Discover, Analyze, Create, Develop.I modified these phases from Vijay Kumar’s model in 101 Design Methods.

1. Discover

a. Frame: Frame out the customer problem and what you’re trying to accomplish for your business.

b. Research: Build empathy. Understand customer problems.

2. Analyze

a. Facts: What did customers say and do?

b. Interpret: What did the customer research mean?

c. Synthesize: Identify patterns and turn them into something actionable for the team like design principles, journey maps, and personas.

3. Create

a. Brainstorm: Use a structured method, such as:

Yes, and. Don’t say “no.” Say “yes, and” to keep the idea going.
Creative matrix: Use this to break a big problem down into bite-sized chunks you can try to solve. Identify key problems on the horizontal axis and potential stimuli like materials and processes on the vertical axis. Brainstorm within each of those squares.

b. Visualize: Build a sketch, rendering, or prototype.

c. Combine idea fragments: Instead of trying to pick out idea fragments, combine them into bigger concepts.

4. Develop

a. Test and refine: Put your ideas in front of customers, get feedback, and iterate.

b. Repeat: Cycle through testing and refining many times.

[14:18] What do people typically get right when applying Design Thinking?Companies that I have worked with really want to understand the customer. They don’t always have the right tools, and that’s what I’ve been able to help with.

People understand the Design Thinking framework. I try not to call it a process, since teams already have their processes and don’t want new ones. Once people go through the training, they understand the framework and tools and can apply them.

I’ve been very happy about the participation I’ve gotten. As long as I can explain what we’re trying to do, the engagement is amazing.

Design Thinking helps with collaboration. It’s fun and engaging. People like doing the Design Thinking activities.

[17:44] What do people tend to get wrong when applying Design Thinking?Some people think Design Thinking is supposed to be a really structured and linear process. In reality, it’s iterative and messy. We’re not trying to say it’s super structured, but we’re adding a little bit more common language, tools, and expected deliverables. When people talk negatively about Design Thinking, I don’t think they understand how we’re trying to use it. It’s a framework that’s very flexible.

Another misconception is that Design Thinking is all about sticky notes and workshops. Sticky notes and brainstorming are tools.

You need to start with the user. Understand your customer instead of starting with a product or feature. Even worse, sometimes people want to use Design Thinking and start with a particular tool. Instead, start with your user and what you’re trying to accomplish.

People think Design Thinking is expensive or takes a lot of time. It’s a framework and set of tools, and it’s flexible. You don’t have to do all these steps. Design Thinking provides the tools to help with each part of the process. Teams can save time downstream by doing work upfront to understand the customer.

I teach two-day classes around Design Thinking, and I think they’re great. People get excited and walk away wanting to use Design Thinking. But that’s not enough. They also need help after that. You can’t learn Design Thinking in a two-day class. If you want to get good at it, you have to spend more time. Initially, you should probably hire somebody to help you with Design Thinking activities.

I’ve never liked the term Design Thinking. I worked with a professor at the University of Michigan who led an integrated product development class. I talked to him about Design Thinking, and he said, “We’ve been doing this forever. This isn’t new. Designers don’t own this. This is a process, set of tools, and framework that have been around for a while.” I kind of agree. I think the term Design Thinking is polarizing. I prefer the terms human-centered design, user-centered design, or customer-centered design. It’s about problem solving.

[24:53] How do you structure a Design Thinking workshop?I typically do one- or two-day workshops with teams. I follow the discover, analyze, create, and develop framework.

Discover: I immerse the team in what we already know about the topic, from existing research and information from users.
Analyze: We pull out key insights. We do some exercises to generate and prioritize insights, such as affinity diagramming and writing “how might we…” statements.
Create: We brainstorm solutions. Then we go through prioritization exercises.
Develop: We evaluate the solutions and refine them, perhaps by considering importance vs. difficulty.

[27:08] In the analyze phase, you need to know what the customer said. Sometimes teams translate what they heard into company-speak and lose what the customer actually said. Have you seen this happen?Yes, in that scenario you’re not really listening to the customer. You already have in your head what you want to hear. You spin what you’re hearing to fit what you’re already thinking about. Start with what the customer said and did. Write it down. Only then, interpret it.

[28:49] How do you put prototypes in customers’ hands instead of just showing them to customers?I plan out the activities I want the customer to do with the prototype. I may show it to them and ask for their initial impression. Then I give it to them and see how they interact. Then I give them specific activities to do.

Action Guide: Put the information Tom shared into action now. Click here to download the Action Guide.Useful links:* Connect with Tom on LinkedIn * Check out Stryker’s Xpedition powered stair chair

Innovation Quote“The increasing complexity of products, services, and experiences has replaced the myth of the lone creative genius with the reality of the enthusiastic interdisciplinary collaborator.” – Tim Brown, IDEO

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Product management insights from Molson Coors’s non-alcohol portfolio transformationI am interviewing speakers at my favorite annual conference for product managers, the PDMA Inspire Innovation Conference. This discussion is with Marlon Hernandez, whose session is titled “Beyond the pint glass: Learnings from creating the new Molson Coors Non-Alcohol portfolio.”

After over 233 years of brewing beer, Molson Coors announced its name change to Molson Coors Beverage Company to reflect its growing focus on beverages outside the traditional beer offers. A successful market entry strategy in the non-alcohol space was one of the critical pillars of the transformational journey into a beverage company. Marlon will share with us the process of defining, shaping, and building this new portfolio and how the PDMA body of knowledge helped him during this process.

Marlon has held different innovation roles at the Molson Coors Beverage Company, including heading the newly established non-alcohol beverages division at its early stages.

Also, this episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise, and experience power the most recognized and respected innovative companies in the world. PDMA is also the longest-running professional association for product managers, leaders, and innovators, having started in 1976 and contributing research and knowledge to our discipline for nearly 50 years. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org.

Summary of some concepts discussed for product managers[3:33] Why did Molson Coors want to create a portfolio of non-alcohol beverages?Molson Coors has been brewing beer since 1786 with the Molson family in Canada. Adolf Coors starting brewing beers in Colorado in 1873, even before Colorado became a state in 1876. Beer will continue to be a critical part of our portfolio.

Right now, consumers are changing their behavior. They prefer a larger variety of beverage choices. At Molson Coors, we’re a consumer-centric organization. In 2019, we recognized that we needed to expand beyond beer and changed our name to Molson Coors Beverage Company. That was driven by the evolution of our consumers and our distributors. More than 60% of beverages consumed in the US are non-alcoholic, and some of our distributors already had started having products other than beer. The intersection of these factors triggered the creation of the non-alcohol portfolio, which I had the pleasure of leading.

[5:15] What did market research show about why consumers were switching to non-alcoholic beverages?A combination of multiple factors triggered this change in behavior. In 2008, the Boomer generation reached an age at which their preference for beer declined somewhat.

The new generation of drinkers is more aware of what they’re drinking and more conscious of calories and nutrition. Some consumers love the taste of beer but don’t want to have alcohol at some moments. That triggered the creation of non-alcohol beer options.

Other consumers are looking to energize. The energy drink is one of the fastest growing segments in the beverage category. We want to continue building our portfolio in the direction the consumer is going.

Molson Coors recently launched Blue Moon non-alcohol. People love the taste of Blue Moon, but sometimes they want to enjoy the taste without the alcohol. We want to ensure consumers have options to enjoy every moment of their lives.

[9:06] How did you plan and structure your portfolio?Even though beer and non-alcoholic drinks seem to be in the same category, there are different consumer behaviors, regulations, and commercial practices involved. Molson Coors has been brewing beer for more than 200 years, but we realized the first step for us was to accelerate our learning about this new category. We partnered with a company called L.A. Libations, which is an incubator for non-alcoholic beverages. This was our fast-track learning process about the non-alcohol space. When you go into a new market space, ensure you have a clear path to help you learn about that space. If you don’t understand your context, it’s really hard to create the right content for that context.

Next, understand your winning aspiration—what are your strengths as an organization and how can you add value in a new and different way? When I was building the market entry strategy for the non-alcohol portfolio, I identified the strengths we have as an organization and how we can add value for all our stakeholders. Molson Coors is an organization with an amazing ecosystem to scale business. When we complement that ecosystem with investment, it allows us to incubate new products and scale products.

As we thought about the winning aspiration, we realized consumers are looking for better-for-you products. We partnered with the energy drink company ZOA, that offers a better-for-you alternative to energy drinks. Our approach was to offer consumers a unique point of difference compared with what exists in the market. Sometimes, we have the temptation to build ten brands at the same time. Pace yourself.

[15:31] There must have been some naysayers who thought you shouldn’t go into the non-alcohol space or that you were cannibalizing your own product. How did you deal with that and keep the team excited to move toward your winning aspiration?In 2019, the organization established a clear aspiration as an organization, which was premiumizing our portfolio. That was the umbrella over our beer and non-alcohol portfolios.

We asked, what is our interpretation of premiumizing the non-alcohol space to ensure there is consistency with our whole organization? We’re always going to go for non-alcoholic spaces that are more premium. We didn’t see ourselves in the economy segment; that didn’t make sense with the vision of a premium perspective. We went into spaces where consumers are willing to pay more, such as a premium energy drink.

We faced the challenge of keeping our teams excited. We partnered with ZOA, which was co-founded by Dwayne “The Rock” Johnson. The celebrity behind the brand helped get people excited.

Another challenge was in our operation. We invested a lot of resources into educating our organization about the differences between beer and non-alcohol. We have online courses about the non-alcoholic space and commercial practices.

Instead of trying to create something new, we tap into existing processes with small tweaks. We build on the similarities instead of the differences to make integration easier. That helped us make it easy for people to get behind the change. We show them the path we’re going to go down.

We pace ourselves when making changes. If you ask people to change next week, they tend to panic. I think of our change process as a TV series, not a short movie. Season 1 was building the foundation. Season 2 was building the portfolio. Season 3 and 4, where we are now, is about optimizing the execution to become the best in class in the non-alcohol space.

[20:11] How do you show people the path you’re going to take?Sometimes we live too much in PowerPoint-Land. We dream; we grow market share; we achieve aspiration; we build a portfolio. The challenge for product managers is how we translate that PowerPoint vision into reality. You have to take time to bring stakeholders into the journey. Explain what you’re trying to do and bring people along the journey to help you execute with excellence. Find the right balance between strategy and execution.

I like to use a visual when I explain my vision. I told my team Season 1 was about building a highway, which is the foundation to get the product to market. We need to make sure that when we put the cars, which are the brands, on the highway, that the highway is good. Sometimes when we launch a product, we underestimate the power of the route to market. Sometimes that’s where products fail. The fuel is the investment. You can have a nice Ferrari on an amazing highway, but if you don’t put any fuel behind it, it’s going to stop.

This visual helped people see my vision. The team leading the non-alcohol portfolio is doing a phenomenal job optimizing execution and maximizing the potential behind this brand (ZOA).

[23:56] How did you structure your portfolio?Our first step was to understand the current state of the non-alcohol category. To make our route to market more efficient, we decided we’re only going to make shelf-stable products. Then we identified the price range that makes sense for our business and our consumers.

Then we looked at the consumer needs in those spaces—refreshing, hydration, energy, wholesome, etc. We identified what problem we’re solving in each of those spaces to help us add value. We identified energy drinks as a critical space. It’s shelf-stable and a growing category. A healthy alternative was missing in that space. We decided to solve that problem.

When we define a portfolio, sometimes you don’t know the answer. You need to go out there. We met with the founders of brands that were in the energy drink space to learn more from them. We found the right partner, which was ZOA.

In the wholesome space, which is drinks that have some additional benefit, we got into milk alternatives. During Prohibition, the Coors family produced malted milk. We wondered if there are any other ingredients behind beer that could be sold in the wholesome space. Recently, we started selling barley milk as an alternative milk.

We looked at where we could use our strengths, like being an expert on barley, and apply them to a different angle. We also focus on products where we have the freedom to develop something that could be disruptive. Since we haven’t been in this category for long, we’re willing to take risks and we have the freedom to design for consumers.

Action Guide: Put the information Marlon shared into action now. Click here to download the Action Guide.Useful links:* Connect with Marlon on LinkedIn

Innovation Quote“I skate to where the puck is going to be, not where it has been.” – Wayne Gretzky, ice hockey player

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How product managers can create products that customers cannot be indifferent toIn episode 468, Dr. Merrick Furst introduced us to the discipline of deliberate innovation and how companies can create products customers absolutely must have. The purpose of this podcast is to help you create products your customers love. Products your customers must have takes this to a higher level.

I asked Merrick to join us again so we can learn some of the tools for creating such products, which he also wrote about in the book The Heart of Innovation: A Field Guide for Navigating to Authentic Demand. These will be valuable tools to improve your work as a product professional.

Dr. Merrick Furst, is a Distinguished Professor and the Director of the Center for Deliberate Innovation (CDI) at Georgia Tech. He has also founded numerous startups and in addition worked with hundreds of founders and innovators, helping them use the discipline of deliberate innovation.

Listen to episode 468 for part 1 of this discussion.

Summary of some concepts discussed for product managers[3:28] In episode 468, you introduced us to Deliberate Innovation and the concept of a not-not product. Please review for us what a not-not product is.We were trying to figure out how to help people make things that people would not be indifferent to. If they’re indifferent, that means that not buying is okay. They have other things they can do instead. When you’re building a product, you’re looking for a way to have authentic demand. The alternatives are just not okay, which means not buying it is not okay. As long as there are alternatives that are okay, you can’t be confident that people will buy your product.

Often, when people think about products, they focus on what they think people need or want or the thing that will delight them. People might love your product, but if they have other options, what difference does it make if they love your product?

To think more clearly as a product manager who is trying to help build something of value, it helps to think about not-not principles. What creates authentic demand is a situation in which not buying is not okay or not using the product is not okay for a customer. If you can train yourself to think in those terms, you start to see people and situations a little differently.

If you make a product people are using, the alternatives are not being used. There is something not okay about them.

Even though it’s obviously true that if someone could not buy, they’re not really a customer, people are not very comfortable asking a customer if it is okay for them to not buy the product. You need to know the answer because if it’s okay for them to not buy it, then you shouldn’t make it. People ask questions like, “Would it be helpful for you? Could you see yourself using it?” These are relatively useless questions. You need to know, “Is it okay for you to not use it?”

[9:13] Help us learn about tools that lead to creating not-not products. As we talked after the last episode, you told me about the “Waking Dream.” What is that?We were working with innovators, product people, or founders who described to us why what they were doing was going to be meaningful to customers. We started to realize these people had an idea how the world worked that we call the Waking Dream. They’re living in some world where they think the know who their customers are, how they’re making decisions, and what their product means to the customer. It’s like a waking dream because it feels real. They don’t feel like they’re wrong. They operate as though that’s the way the world actually is. These people were making products that fit into the waking dream. They could see people buying and using the product. It all made sense.

The problem is that most often when people would get those products constructed and put them in the real world, the real world was indifferent. The products worked in the waking dream world. They didn’t work in the real world.

This led us to wonder what is this waking dream? How is it that people are walking around in this waking dream and not noticing it’s a waking dream until all of a sudden they discover that people don’t care about their product? Then they think they need to add features or charge less. They make up all these other stories about why it doesn’t work, but the reason is they made a product that’s not of the real world.

There’s a book called Being Wrong by Kathryn Schulz, in which she says that being wrong feels like being right. The difficulty of living in the waking dream is there’s no marker to tell you that you’re wrong. In situations that are uncertain, like whether people will buy your product, you’re relying on your judgement and your sense of what’s true, right, and wrong. We know that human beings make errors in judgements in situations of uncertainty. They don’t notice they’re making bad judgements.

I started to pay attention to how product people were making errors. It became so obvious that almost everybody we were talking to was making judgement errors. Judgement errors don’t mean you’re wrong. They just mean you don’t know if you’re right, so you might be wrong.

[21:29] How do we take steps to not be in a waking dream?First, you have to recognize the problem. Notice you’re in a waking dream. People will often give you the answer you’re looking for. You’re trying to figure out whether they can be indifferent, but people want to be helpful, so they’ll keep making you feel like they’re not indifferent. Once you realize that, you can ask different questions, and you’ll likely find out they are indifferent. It’s okay for them to not buy your product. That’s uncomfortable to recognize, but it might take you off the path of wasting time and money on building something people are not interested in.

It’s often better to be subtractive in your thinking rather than additive. Ask yourself, If I don’t do this, can people be indifferent? Look at your customers’ situations and ask yourself what about their situation allows them to be who they are. What do they reach for? What relationships do they maintain? You can draw a situation diagram and list things that allow them to go about their lives while being indifferent toward your product. Ask which things in their situation they are indifferent to and not indifferent to.

Then you can ask them to change in some way. You have to do this by actually interacting with a potential customer, not by a survey. See if they can change what they’re doing. If they can’t, track down why that change is not okay for them.

In order for your product to work, customer behavior has to change. Your job is to see which behaviors have to change and then whether you can create that behavior change. Eventually you will see your customer so clearly that you will see how their current way of doing things has them stuck. Every way they currently go gets them to a place where they don’t want to be. They feel stuck, but they can’t change their behaviors for some reason. Your product’s value to them is that it enables them to change their behavior.

To create authentic demand, you need to see how a customer’s situation is set up so they’re constrained to not change, yet they are drawn to change. Then figure out how to build a product that allows them to change. You simply free them to be who they already are, and that’s what authentic demand feels like.

The problem with surveys and questions is you can only ask questions about thing that have names. Authentic demands don’t really have names. They’re weird insights about situations that people don’t even notice themselves. It’s exciting to get interested in your customers and know them better than they know themselves.

Action Guide: Put the information Merrick shared into action now. Click here to download the Action Guide.Useful links: Check out The Heart of Innovation* * Connect with Merrick on LinkedIn

Innovation Quote“If it is OK for you not make something, that is not OK. Figure out your own not-not and your customers’ not-not.” – Merrick Furst

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Market research essentials for product managersToday we are talking about the knowledge area called market research. How do you know that the product you’re developing will actually create value for customers, that they’ll love it, and that they’ll buy it? Have you done the right things to have confidence of these outcomes, or are you wishfully guessing? You need confidence.

That is why Andrea Ruttenberg, PhD, is joining us. As an associate principal at Applied Marketing Science, she has helped numerous clients conduct customer research and make critical business decisions—the same decisions you need to make, and this episode will help you move from guessing to confidence.

Summary of some concepts discussed for product managers[6:08] What tools or processes do you use for customer research?The bread and butter of what I and my firm, Applied Marketing Science, do is Voice of the Customer (VOC). We define VOC as it’s described in an article called Voice of the Customer written by my co-founder John Hauser and his then-graduate student Abbie Griffin.

Voice of the Customer is a systematic, thorough process that starts with qualitative interviews to understand customers’ needs. Needs mean customers’ problem, pain points, or things we can solve for them. Needs are not solutions. Voice of the Customer research means going to customers to deeply understand their perspective on problems we can solve for them. It’s our job to fix those problems for the customer.

The VOC process has three main parts:

Talking to customers in focused interviews.
Analyzing transcripts and identifying unique needs.
Doing a quantitative survey to understand how important each need is and how satisfied respondents are with it.

[12:49] How many customers do you need to talk to?Our gold standard is 30 interviews. That’s when we start to hear nearly 100% of customers’ needs. At AMS we do a systematic, labor-intensive, time-intensive, in-depth VOC process. However, that’s not always necessary. There are times when it doesn’t make sense to do 30 interviews followed by 500 surveys. We’ve been focusing on helping our clients understand tools for getting insights in a pinch.

How can you do this VOC process without completing 30 in-depth interviews? Step one is making sure you’re doing it for the right reasons and at the right time. If you’re starting a new product from the ground up, I would strongly recommend a more systematic process. If you’re just doing version 1.2 or you already have a lot of institutional knowledge, you can cut corners and still come up with really good research.

[15:02] Tell us more about your in-a-pinch VOC process.For our in-a-pinch process, rather than relying on qualitative interviews, we rely more on our own institutional knowledge and sources that are already available, primarily online. Step one is to recruit three to seven colleagues within your organization who have diverse perspectives on your customers and their pain points. They should be from different parts of your organization and if possible also have diversity in seniority and demographics. Avoid folks who are likely to criticize or dismiss ideas and avoid large seniority gaps.

Next do some brainstorming to build a list of your customer needs. Start writing down what your customers’ problems are. We generally have people sit around the table for an hour or two and do a brain dump. Go beyond generalities and define specific pain points your customers have. Ask people to put themselves in the customer’s shoes or walk through a day in the life of a customer. Think about different types of customers.

Next take stock of what you know and where there are gaps in your knowledge.

Then see what you can learn about your customers online. You can find consumer reviews everywhere—Amazon, Walmart, etc. I’m always shocked at all the different places where B2B customers are talking online. For example, a couple of years ago we did a study with snowplow drivers and found many forums online where folks who drive snow plows for municipalities or for their local neighbors were talking about some of their problems and challenges. Find out where your customers are talking online, and read and take detailed notes on what you’re learning. Look for pain points, goals, and aspirations. We are not going to our customers for them to build a solution for us, but it can be helpful to understand what people wish were available and why it’s not available.

Take detailed notes and translate them into needs. Be as specific as possible.

Last, you can use ChatGPT or Bard and write prompts to learn more about your customers’ needs.

Then take stock again. Look through all your unique needs and ask if it feels like things are missing. We might recommend doing a couple of interviews to round things out. Your goal with the interviews is to confirm that the list of needs you’ve developed is comprehensive.

It’s important that you’re actually using your customer’s voice—the language they are speaking. Avoid translating customer needs into internal jargon. With Voice of the Customer, we’re putting on our empathy hat and trying to steep ourselves in the customer’s perspective.

We generally recommend two to five interviews. If you do those two to five interviews and you learn a lot of new information, that might be a sign it’s time to do a more in-depth, systematic VOC project. If the interviews confirm what you already know, you can feel good about your process.

[26:53] What do we do next, once we have gathered customer needs?You have a couple of different options. I like the quantitative survey because it helps us focus on exactly the right problem. However, we have customers who stop with the comprehensive list of needs, and that can have a lot of value because it reminds you of everything your customers are thinking about.

The quantitative survey lets you identify which needs are the most important but least well satisfied in the market. Those are the needs you want to focus on.

[30:18] How can we know whether to complete an in-depth VOC process or an in-a-pinch VOC process?There is a time and a place for both of these processes. Systematic VOC research is really important when you have questions about a topic you don’t know a lot about. The in-a-pinch process has its time and place if you need to get to answers quickly, don’t have a lot of budget, already have institutional knowledge, or are working toward a minor upgrade of a product that has already been successful.

Action Guide: Put the information Andrea shared into action now. Click here to download the Action Guide.Useful links:* Connect with Andrea on LinkedIn * Learn more about Applied Marketing Science

Innovation Quote“It takes as much time to solve a bad problem as it does a good problem. And if you’re not working on good problems, you’re really wasting your time.” – Griffin, Price, and Vojak in Serial Innovators

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How product management teams can make better innovation decisions I am interviewing speakers at my favorite annual conference for product managers, the PDMA Inspire Innovation Conference. This discussion is with two speakers who did a joint session, Dr. Wayne Fisher and Dr. David Matheson, whose session is titled “Improving decision quality during stage gate reviews.” […]

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How to build high-performing product teams Today we are talking about amazing product teams—what is involved in creating one and then how to manage it. Joining us is Amruta Moktali, Chief Product Officer at Skyflow, the world’s first and only data privacy vault delivered as an API. She’s spent over a decade mastering the complex […]

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Insights for product managers on fostering innovation in corporate environments Today we are talking about how established organizations can innovate, resulting in new products and ventures. Most of us who have been in established organizations, know this can be challenging as a culture of innovation is often lacking. Joining us is Andy Binns, a management […]

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How product managers can turn customer dissatisfaction into innovation I am interviewing speakers at my favorite annual conference for product managers, the PDMA Inspire Innovation Conference. This discussion is with Tony Belilovskiy, whose session is titled “Voice of Customer in Product Design.” Tony will be sharing with us how you can turn customers’ perceptions (that […]

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How product managers can create authentic demand Today we are visiting the topic that is at the heart of this podcast—creating products customers love. To do that, we are joined by one of the co-authors of the new book The Heart of Innovation: A Field Guide for Navigating to Authentic Demand. Our guest is Dr. […]

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How product managers can navigate leadership challenges Today we are talking about four leadership motions that enable increased organizational effectiveness and productivity and alleviate organizational friction, waste, and indecision. The motions reflect a need for leadership change as organizations struggle for higher performance while supporting employees. Sharing the four leadership motions with us is Janice […]

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The secret recipe for organizational transformation Today we are talking about organizational change. As innovators, creating change is what we do. You may have already learned that change is not always welcomed, such as when the new product you created also cannibalizes an existing product your organization provides. Organizational change and transformation is challenging, and […]

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Hershey chocolate company’s InnovationOps story I am interviewing speakers at my favorite annual conference for product managers, the PDMA Inspire Innovation Conference. This discussion is with Shawn Houser-Fedor, whose session is titled “Creating a Recipe for Innovation Success: Hershey Chocolate Company’s InnovationOps Story.” Shawn is a R&D Senior Director at Hershey and she is about […]

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The key ingredients of a successful product management team Today we are talking about how to build a great product team that in turn will build great products customers love. Joining us is a returning guest, Vidya Dinamani. She’s a product executive, advisor, and coach. She has over 20 years of experience in product management, […]

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How product managers can use AI to get more actionable insights from qualitative data Today we are talking about using qualitative data to drive our work in product and consequently improve sales. Joining us is Daniel Erickson, the Founder and CEO of  Viable, an AI analytics tool that enables businesses to instantly access and act on valuable […]

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Tips for creating customer use cases – for product managers Today we are talking about how to create and use customer use cases to guide product design. Our guest is Dr. Lilac Muller, VP of Product Management at Kymeta Corporation. She oversees product strategy, definition, and launch activities for Kymeta’s mobile satellite communications product line, […]

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How product managers can gamify their products, process, and career I am interviewing speakers at my favorite annual conference for product managers, the PDMA Inspire Innovation Conference. This discussion is with Mike Hyzy and Bret Wardle, whose session is titled “Level Up Your Product: Innovation with Game Mechanics.” In our competitive landscape, businesses constantly seek […]

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How product managers can promote human-centered design I wonder if you can relate to this frustration—the pressure to get products and product updates released quickly sometimes means making compromises on design quality. It’s an organizational issue—moving quickly to beat competitors and keep up with changing customer preferences. Speed is more important than quality. Our guest, […]

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Product feature validation and iteration – for product managers Today we are talking about tips for selecting, planning, and prototyping product features. To help us, our guest is Matt Genovese. He is the Founder and CEO at Planorama Design. He has in-depth experience marketing products, addressing product requirements, research, UX design, and management. He spent […]

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How product managers can use Adobe’s Kickbox innovation system Today we are talking about using the open source innovation system called Kickbox that was created at Adobe. This is a simple and effective tool for increasing innovation by orders of magnitude in an organization. Our guest is Ralph Hartmeier, co-founder and Chief Commercial Officer of rready, […]

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How one serial inventor brought a revolutionary approach to flossing from idea to launch Today we are talking about the journey from initial insight to launched product. The featured product is Instafloss, a revolutionary approach to flossing your teeth. With us is the creator of Instafloss, serial inventor, and two-time founder, Eli Packouz. Summary of […]

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How to stand out as an applicant for a product management position We are talking with Erika Klics. Erika is a former Head of Talent for tech companies who became a Job Search Strategist for startup and scaleup Directors, VPs, and department Heads for Product Management and other functions in tech. She sent me an email […]

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How to build connection and empower product management teams Tami Reiss is with us. She is an experienced product executive who works with tech product leaders and teams to realize their potential by focusing on their strengths to advance toward their goals. She guides product leaders through defining their personal product vision then taking the right steps to make it a reality. Right now, Tami is focusing on coaching product leaders, speaking around the world about management and strategy, and interestingly, writing a children’s book called What do Product Managers Do? She will be sharing with us how product leaders increase team performance.

Summary of some concepts discussed for product managers [12:09] How can product leaders improve product team performance? Connection—help people feel connected to each other and the larger mission and vision of the company. People need to see themselves not as cogs in a wheel but as pieces of the puzzle. Each person owns their piece, but it is just one piece, so they have to help out the other pieces. I often see siloed teams, where the team members may have never met in-person. Inter-team connection is important.

It is important to talk to your customers, but it is also important to talk to prospective customers. Generally, the only way to talk to them is through salespeople, so you must have a strong connection with your salespeople. Product leaders should encourage their product managers to establish relationships with internal stakeholders that will assist them in getting a better pulse on the market.

[18:23] How can product managers build those relationships? Reach out to the customer success manager or implementation manager. Tell them you’re looking to learn more about how your product gets implemented and ask if there is somebody you can form a partnership with. You’re not looking to do research; you’re looking to create an ongoing partnership with somebody that will allows you to understand the impacts of your choices on their team. When you meet that person, get to know them. This is not a transactional moment. Form relationships with many people to access different kinds of customers. Establish empathy for who they are, what their aspirations are, and how you can help them with that. Treat them like a human and learn about their personal life to create a relationship that isn’t only transactional.

[24:23] How does empowerment relate to helping product teams be more effective? Part of empowerment is not being overly prescriptive. When you’re doing strategy deployment, you’re not supposed to tell someone what to do; you’re supposed to give them goals and guidelines that help them feel empowered within those guidelines to spread their wings and make choices. The other part is teaching someone how to advocate for their ideas—how to navigate interpersonal relationships, have empathy for people, and spin what you’re talking about so people get on board with you. Influence without authority is the most crucial skill we have, and that is a matter of advocating for your idea in way that is respectful and brings other people on.

Someone recently asked me what the difference is between leadership and management, and I said management is the day-to-day, one-on-ones, signing off on PTO, etc. Leadership is what you are doing that makes people follow you. Product management is always about leadership.

We teach people to be better leaders using “I do, we do, you do.” First, you invest time showing someone how you would do it. Then you do it together. Then they do it on their own while you watch. By the end of those three rounds, the person you’re training feels a lot more confident because they know why certain things are done and how you make decisions. By the end, they become a functional leader who knows how to influence without authority. They can move ideas forward without your support. This is the best empowerment you can give them.

At the end of this, the product manager, rather than coming to you asking what to do, will come to you as a manager, having analyzed the problem and created a plan. They will trust you as a mentor to tell them where their plan might need adjustments. That’s what you want in an employee.

Action Guide: Put the information Tami shared into action now. Click here to download the Action Guide. Useful links: * Connect with Tami on LinkedIn * Visit Tami’s website

Innovation Quote “Ideas are a dime a dozen. People who implement them are priceless.” – Mary Kay Ash

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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A four-layer framework to create a winning product strategyToday we are talking about creating product strategy. Our guest is Bob Caporale.

Bob is the author of the book Creative Strategy Generation. He is a strategic practitioner, having spent 20 years leading product, marketing, and business functions for large international corporations. I first heard of Bob when he was the president of Sequent Learning, the product management training company. He has since founded and leads the Strategy Generation company. Bob believes that strategy is derived from a combination of experience, insight, and creativity.

Summary of some concepts discussed for product managers[2:09] What is product strategy?Strategy is a plan to achieve a set of objectives under a set of anticipated conditions. What makes strategy strategic is anticipating the situation you’re going to be in and putting a plan in place within that context. Product strategy is doing that at a product level. The job of product managers is to take the company’s bigger strategies and objectives and break them down to their impact on product. They put together a strategy that details what they need to do for their product to contribute to the overall business strategy.

The product strategy is still at a big-picture level. Often, companies approach me asking for help with their product strategy and they’re really focused on the roadmap. While the roadmap and choosing features is the last step of product strategy, it’s not the whole picture. If you’re just focused on what features to build into the product, you could still take a lot of random actions that make no sense because you don’t have the bigger picture.

[9:00] Who is responsible for developing product strategy?Whoever is responsible for the P&L (profit and loss) of the product is ultimately responsible for the product strategy. I’m a big proponent of developing strategy with a team, but there does need to be one person accountable for it. The P&L owner varies from business to business. In some businesses, the product manager own the P&L and is accountable for the strategy. In small businesses, the general manager or owner may be responsible for the P&L and they would be accountable for the strategy.

[11:03] How is senior leadership involved in product strategy?If there’s any problem in alignment between the product team and senior leaders, that’s a better problem to have than leadership not being involved in product strategy at all. Especially in larger companies, one of the biggest deficiencies I see is that companies don’t have a verifiable and disciplined product strategy process. Strategy can easily fall to the back burner because product managers are doing so many other things, most of them reactive. If you aren’t required to build a product strategy, you might not. I like to see leaders involved in product strategy, asking product managers to update the product strategy on a quarterly or annual basis and present it to them, because this ensures some level of alignment. As long as there’s a process where product managers are responsible for developing strategy, a negotiation will happen. In lieu of product strategy, the leaders will tell you what you need to do with your products, and some of that might not be right.

The best-case scenario is an organization that has a disciplined strategy process between leadership and product managers.

[14:24] Share your Strategy Generation framework for developing product strategy.Download the framework.

The framework has ten steps in four layers in a circular framework. When you build a strategy, you will go through the strategy in steps, so the steps are numbered. However, I developed it in a circular way because in real life when you’re executing on your strategy plan, things don’t happen linearly. It’s important you follow a process, but if something changes you know where in the process you need to change something.

The first layer is the context layer. Because strategy can be developed at so many different levels in a company, it’s important you know the context. Along with this is the vision—the big picture of your purpose.

The second layer is the analysis layer. This is where you look at your situation, including customers, competitors, and your own company. Try to predict what your situation will be in the future.

The third layer is the planning layer. This is where the strategy lives and where you put together your goals. Look at the options that are available to you based on situation analysis and choose which actions to take from those options.

The final layer is the execution layer. Here you put together your roadmap, determine your investments, and determine what results you will get from your strategy.

If you’re using this framework to develop a strategy from scratch, you would go through each of those ten steps. If you’re using it to manage a strategy, you would see where things might have changed and what effect those changes have on the other layers.

[19:26] Can you tell us more about actions to take during each layer?First, in the context layer, you must understand what the strategy is about—the product, portfolio, etc. You might have a product that’s failing, in which case you need to fix something, or you might have a product that’s doing well, in which case you want to maintain that share or grow it.

In the analysis layer, first look at your product’s performance. Look at revenue, market share, profitability, strengths, and weaknesses. Look at customer analysis, segmentation, and customer needs. Look at your competition, who the competition is likely to be in the future, and their strengths and weaknesses.

Once you’ve done analysis, the plan almost writes itself. All you need to do is decide which opportunities you want to go after based on your analysis.

In the execution layer, put your resources into an investment roadmap. If you ask your leadership for a certain investment and they say they won’t support it, don’t fall into the trap of letting them say, “But we still want you to deliver on this strategy.” If you don’t get the money, the plan is not going to be valid. You can’t have it both ways. Execution is about making sure you’re getting the resources you need.

[23:31] When do you revisit strategy?Whenever something big changes, you need to revisit strategy. Typically, companies have an annual planning session around October for putting together next year’s budget and plan. Usually the best time to revisit your strategy is about 6 months before that annual planning process. During this session, define your three-to-five year plan. When you define your annual plan, you should use the first year of your strategy as a basis for your annual plan.

You should review your strategy at your regular product team meetings too.

[27:07] What’s your perspective on analyzing but not copying competitors?Too often, companies think they’ll be more successful than their competitor by making exactly the same product. If the solution is already out there, you’re not necessarily going to draw any new customers. You have to do something different. Go out to the customers and find out what they are not getting today that they wish they were getting.

Think about competitors that might exist in the future. If a disruptive company like Tesla or Google that isn’t in your space today were to come into your space, what would they do? If you figure out what they would do, why not do it yourself?

Useful links:* Learn more about Strategy Generation and get free resources * Learn more about the Strategy Generation framework * Check out Bob’s website

Innovation Quote“People don’t want to buy a quarter-inch drill, they want a quarter-inch hole.” – Theodore Levitt (attributed to Leo McGinneva)

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What product managers need to know about the Decision Sprint framework for faster problem-solvingToday we are talking about faster problem-solving to speed innovation by using a three-part framework including Exploration, Alignment, and Decision-Making.

Our guest is Atif Rafiq. He invented a system for problem-solving based on his 25-year career spanning Silicon Valley and the Fortune 500. His ideas proved so impactful as a competitive advantage that they sped his rise at Amazon and later to C-suite positions he held at companies, including McDonald’s as their first Chief Digital Officer, and at Volvo and MGM Resorts.

He has written DECISION SPRINT: The New Way to Innovate into the Unknown and Move from Strategy to Action. He joins us to share how it works.

Summary of some concepts discussed for product managers[2:03] Why do we need Decision Sprint?We’re in an era of economic austerity, so the bar for innovation has been raised in most organizations. This means we need a way of innovating that is more purposeful. It’s one thing to have a promising idea and another thing to get the buy-in for it. CEOs are talking about sharpening the pencil to be more confident about the ideas they’re supporting. If you’re a product manager and you have promising ideas, the bar has been raised.

Even if the times were a little brighter, we have the problem of getting the organization to agree to a good idea and getting stakeholder alignment. Rather than leaving it to personalities, we need a methodology so that we can objectively take good ideas forward. To solve big problems to innovate, we have to create shared understanding for everybody who is involved in pulling off the big idea.

What are the components of a design sprint?[5:25] ExplorationThe first step is to define the problem statement. If people have a different interpretation of that, and you only realize that a month down the line, that’s problematic.

Next, canvass the key unknowns behind the problem statement and create a good question list. I recommend independently sourcing questions from your team. This is powerful because you make it a deliberate step in the process. Having questions come up organically is potentially detrimental because it can cause you to find blind spots too late. By sourcing questions independently, you get a more diverse set of questions that are more relevant with fewer blind spots. If you have a great question list, you have the basis of an exploration.

[8:19] Tell us more about making a question list.The initial understanding of the problem is usually a little bit murky. For example, if Netflix has a problem with password sharing, that’s not the problem statement. The problem statement is something more like, “How do we do the right thing for customers while minimizing the abuse of sharing passwords?” You’re trying to balance to things. A good problem statement usually includes some trade-offs. The problem statement is nuanced; the answer is not obvious.

Before rushing ahead to opinions and recommendations, teams should spend time building an exploration. This could take just a few days. I independently ask people to make question lists asynchronously over about two days. Then we share the questions with the team and see the patterns and overlap. It’s fun to see the collective intelligence of the team, and this builds a lot of positive team dynamics because you see the power of a team. Team members are glad we did it independently because each person sees ideas they wouldn’t have thought of. We assign people to answer and review questions. I share the question list with sponsors, such as a commercial leader, legal team members, and a product leader. This allows the sponsors to see the progress and have the ability to contribute without micromanaging.

[17:51] AlignmentIt’s important to have exploration before alignment. In companies I often find alignment before exploration. There’s a lot of judgement preceding the exploration. However, alignment is important after exploration. Meaningful ideas cannot be executed by one corner of a company. It takes contribution from multiple parts of the organization. If we create a shared understanding of the direction we’re going and why we’re doing that, people are more confident taking the idea forward. Alignment is about creating the bridge between the problem that was explored and the conclusions that are being recommended. In order to get those heads nodding around the table, people have to understand how you arrived at those conclusions.

I ask people to draw conclusions from FAQs individually and then aggregate insights and patterns.

Conclusions are often very layered. For example, when I was at Amazon, I led a business unit around self-publishing. There was a raw idea around creating an exclusivity program where authors are rewarded for publishing only with Amazon. The program was a smashing success, but in the beginning we didn’t even know if it was an idea worth pursuing. When we did exploration, we came up with a lot of ideas about how to appeal to authors and how Amazon would enforce exclusivity.

When you draw conclusions, you aren’t making one conclusions like do it or don’t do it. It’s important to bring out all the layers of conclusions.

[24:11] Decision-MakingDecision-making is about specific actions, not just recommendations. At Amazon, a recommendation was rewarding authors for publishing exclusively with us because we would make money in a lot of other ways. Decision-making was about specific actions like building a new team to sell 10,000 books a week or building an automation tool.

Decision-making feeds your execution plan, and you’ve created the red thread between where you started and where you arrived. Decision-making goes much faster when people see what we explored, the conclusions we drew, the necessary actions, and the plan.

The decision point is not really where decision-making happens. It happens much further upstream.

[28:34] How did you create the Decision Sprint methodology?I was at Amazon, which is a hyper-learning environment. The company is not shy to enter new spaces. There’s a learning culture and no fear of learning new things. Then I transitioned to McDonald’s and companies like Volvo, which has been around a hundred years. Innovation is not in the core DNA of those established organizations, but they badly need it because the core is producing incremental results year over year. I tried to bring Amazon’s way of working into these established companies, but that didn’t work quite right. I had to teach them to get comfortable with unknowns. I came up with the Decision Sprint to do this. Everybody’s input gets channeled into an objective workflow for innovation.

Action Guide: Put the information Atif shared into action now. Click here to download the Action Guide.Useful links: Learn more at the Decision Sprint website * Check out Decision Sprint* book * Connect with Atif on LinkedIn and check out his newsletter, Re:Wire

Innovation Quote“I cannot teach anyone anything. I can only make them think.”– Socrates

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Thrive Market’s VP of Product Management discusses mission-driven product process Jonas Klink is joining us. He is the Vice President of Product Management & UX Design at Thrive Market, the health-first membership for conscious living. He is responsible for the company’s entire product portfolio, shepherding a lean virtual team of 10 Project Managers & UX Designers. He has established a system allowing the team to focus on understanding customer needs more deeply, creating Outcomes through hypothesis-based testing, and measuring progress through Velocity, Win Rate and impact towards their North Star Metric. In a minute, he will tell us how to do the same thing.

Summary of some concepts discussed for product managers [2:17] What is Thrive Market? Thrive Market is an online grocery platform where we are on a mission to make healthy and sustainable living easy, affordable, and accessible to all. Inspired by that mission, our team has put together one of the first online platforms that offers a pre-curated selection of the highest quality, healthy, and sustainable products. It’s a membership-based ecommerce experience. Everything we carry is non-GMO and organic, and there are over 500 ingredients you’ll never see in our products. We support over 90 different values and diets. Working here has been a homecoming for me, where I’ve been given the opportunity to put my background in ecommerce product management to work for a mission that I deeply care about.

[5:54] Take us through the customer-centered product process you have created and use at Thrive Market. It’s important to me to experiment with the craft of product management. I’m looking to perfect my craft over time and develop my brand of product management. I care just as much about how we do things as about what we do, because I believe regardless of the size of the company, there’s no excuse for not approaching product management and UX design in a way that feels best-in-class.

I like when I’m able to distill things down to the core principles of how things work, and I try to strip away fluff that is not helping and might cause confusion. I put a hierarchy in place where every single person, not just on my team but within the company, is able to draw a straight line from what they are working on this minute all the way up to the company’s mission. I do that by starting off looking at the mission. That straight line starts at the top with the mission. As a purpose-driven organization, we take a measurable approach to the mission, which is the North Star goal. The mission is usually a goal you’ll never actually reach; it’s meant to inspire and set people on a path. However, the conversations I started with were very pragmatic. Our mission is to make healthy, sustainable living easy, affordable, and accessible to all. We talked about what we mean by healthy, what our design targets mean by healthy, and whether those definitions align. Similarly, we talked about how we would measure “easy,” “affordable,” and “accessible.” As a purpose-driven organization, you should treat your mission as a goal. Even though you may never get there, you should still be able to measure progress toward it.

The second part of the process is the product vision, which outlines how you will make progress toward the mission over the next two to three years. That feeds into the product strategy, which is typically set on an annual basis or for six month. The product strategy goes hand-in-hand with your KPIs and goals. The last part of the process is priorities. They define how you will make progress toward the strategy in the next quarter. These priorities or focus areas must be focused. You need to have a small number of priorities that the OKRs line up with. Each OKR includes three to five objectives each with three to five key results, each of which is value-based, measurable, and time-bound.

If someone is working on a key result, they should be able to easily see the connection from the key result to the objective, strategy, vision, and mission.

[15:07] What was your involvement in discussing Thrive Market’s mission? The conversations I had with the co-founders were about getting the mission out of their heads and onto paper in a brief one-page format. We quantified some of the things the mission mentions to make sure we can treat the mission as a goals that drive culture and behavior, not just an inspiration. If you want to be a truly purpose-driven organization, you need to treat the mission as a measurable goal, even if you know you’re never actually quite going to get there.

[17:02] What are some examples of measurable goals at Thrive? The baseline goal for making our product affordable is that we want every customer to save at least three times their membership fee based on their annual purchases. Now that we had a definition, we worked with our data engineers to measure that.

Another goal is making our product accessible. Thrive Market is available in the lower 48 states of the US, so the first step was to look at our penetration in all those 48 states to see where we need to deepen our penetration. We looked at where we could address food deserts where people may not have other options that are healthy. It is important for Thrive to provide healthy food not only to people in metropolitan areas but also to people in rural areas.

[19:37] How do you make sure individual team members know how their work contributes to the overall mission? For example, to improve accessibility, we needed to understand how we are presenting ourselves to new customers. My team works very closely with the marketing team, whose job is to bring eyeballs to the site and turn them into paying, happy members. To make ourselves more accessible, we wanted to make sure we are answering all the questions our members had. In the past, we were only talking to our customers through customer service, but now we have established continuous interviewing, which we do on a monthly basis, to listen to our customers, hear where their pain points are, and do UX design and product testing quickly.

We did generative research. We did not know what kind of questions people showed up with, so we didn’t know if the site was accessible to all. We need to make the case for why customers should make a $60 investment in an annual membership. The vision we set for member growth was to lead with generative research and establish continuous interviewing and assumptions testing. Then, we did rapid iteration testing to reduce friction in the funnel and make sure the membership was truly accessible to all by presenting the right information at the right time, eliminating barriers by accepting the right payment types, and educating people through the funnel. Then we want to make sure freshly minted members can find what they’re looking for in our catalog. We look for where people are falling out of the funnel. We built a strategy to improve our search and browse system.

One of the key results for our member growth team is to generate some number of additional members at a certain cost per acquisition. The first question I ask the team is “Why aren’t a hundred percent of people already singing up?” We know where people are dropping off, and it becomes a detective problem to figure out why. People are generally fairly logical, and it’s possible to figure out how they’re making decisions. We understand the pain points, form a hypothesis about the problem, and leverage the UX design process of starting by putting low-fidelity visuals in front of customers then moving to high-fidelity visuals. At each step, we try to eliminate as much of the noise around that process so the team can spend their time moving the numbers to where they need to be by understanding pain points. As a purpose-driven organization that draws a straight line between the OKRs and the mission, we can be confident that if we move the business results, we’re going to further the mission as well.

[26:58] How do you conduct customer research? Unlike other companies I had worked for, we don’t have a dedicated user research team at Thrive. Initially I thought this would be a drawback, but it makes user research part of the job description for the UX design team and product managers, which turned out to be a real strength. The PMs are responsible for bringing quantitative insights to the table, and UX designers are responsible for bring qualitative insights to the table. This democratizes access to member insights. Unfortunately, a dedicated user research team is often understaffed and can become a bottleneck because everyone wants to talk to customers and it can take weeks to run tests. The UX designers are really adept at running studies. We use a crowd testing website that provides survey capabilities filtered by design targets. We can test simple prototypes and do moderated studies. The UX designers and PMs are empowered to get data quickly. Testing is part of every single discovery process.

Then there’s a continuous interview, which is an open-ended listening session. We also work closely with member services to make sure data flows from all kinds of different sources.

Action Guide: Put the information Jonas shared into action now. Click here to download the Action Guide. Useful link: * Learn more about Thrive Market

Innovation Quote “Everything is possible; impossible just takes longer.” – Dan Brown

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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How to solve common dysfunctions in product management Today’s guest is Ben Foster, the Co-Founder and Executive Chairman at Prodify. He is convinced that product is the single most important success driver for tech companies, which is why he founded Prodify to share what he learned from being an advisor to over 50 tech companies to realize their full potential. Ben has led successful technology products for the last 25 years. He is also the co-author of Build What Matters: Delivering Key Outcomes with Vision-Led Product Management.

He’s with us to share the advice he most frequently gives to the company leaders he advises regarding creating products.

Summary of some concepts discussed for product managers [5:22] Can you take us through the primary challenges you encounter advising companies and what they need to overcome the challenges? I founded Prodify so my team and I can help companies by sharing knowledge from our previous experiences. We have identified several different areas where companies typically struggle when it comes to product. The three areas in which we tend to help companies the most are:

Direction—core metrics, product vision and strategy
People—structure of the product team, coverage, empowerment, accountability
Process and practice—ongoing development and learning, communicating with the rest of the company

Every company I’ve ever spoken with, no matter what stage they’re in, has some flaws across each of these areas. It’s not because they’re bad at what they do. It’s because it’s just really hard to get right.

[9:24] What issues do you see with strategy? A lot of companies have a mission statement that they think is a strategy or vision. The reality is those two things are very different from one another. A mission statement is why you’re doing what you’re doing. The vision is where you intend to be in several years. The strategy is the plan of attack for how you’re going to get there.

A lot of work that goes into a vision. When I was the Chief Product Officer at Whoop, I left the company with a 70-page vision about the future state of the product and how were going to manage it. It provided a lot of clarity. There’s no way any mission statement could ever fulfill that need.

Often a CEO tells me something like, “Our vision is to get to $3 billion revenue in five years.” That’s the byproduct of you being successful and executing your vision. What’s the actual vision itself? What’s the customer value that you’re going to deliver? Too often the vision is not tied to customer outcomes and not focused on customer value that needs to be delivered. Product management is concentrated on the creation of customer value from which you’re then in a position to derive business value.

Even those companies that build a strong vision and strategy may have a complete disconnect between the work the PMs on the ground are doing and the vision and strategy documents that sit on a digital shelf collecting digital dust while no one is paying attention to them.

[12:41] How can leaders better communicate strategy? Often the senior leadership team thinks they talk about strategy a lot, but the employees under them don’t understand the strategy. When I see that type of thing happening, I tell the senior leadership team to ask their CEO, “What’s your strategy?” and then ask the people doing the work, “What’s the strategy?” Either they don’t have an answer or they have a completely different answer from the CEO’s. That’s an indication that the CEO or senior leadership team may feel like they’ve communicated the strategy well or they may feel like it’s well understood within their organization, but their perception is not reality. The leaders are usually shocked by the results that they get when they ask their team members to explain the strategy to them.

Communicating strategy requires a lot of repetition. The leaders will think that they’ve communicated it, and maybe they have communicated, but new employees have joined since then and people have been having conversations around the water cooler about the strategy that have gone off on different tangents. You just need to be repeating those same messages. Don’t just talk about the things that are included in your strategy. So much of strategy is about all the things that you have to say no to and the way that you focus. If everybody can repeat what you’re saying back to you, then it’s usually a really good indication that you’ve done a good job as a product leader.

[16:05] What problems come from working on product work not aligned with the company strategy? There’s only so much that you can do in product yourself. A lot of it has to do with pulling together a bunch of other groups. There needs to be coordination and alignment that spans across the different groups. There’s so much emphasis and focus in product management about prioritizing the perfect thing When you have a list of a hundred different things, you could probably choose any of the top 50 and it would be fine as long as there was alignment across the organization on delivering it. The mistake is where marketing prioritizes item number one, product prioritizes item number two, somebody else prioritizes item number three, and now suddenly everyone’s completely disconnected, and the person who’s really suffering from that is the customer.

[17:58] Tell us more about why the vision is important. The vision facilitates decision making. It helps with top-level decisions like acquiring another company, and it is critical from a cultural perspective as a company continues to grow because it’s the only way an executive can feel confident pushing decisions down in the organization. Otherwise, the executive feels like they have to make all the calls because they’re the only one who actually understands where the company is going. Companies can be so much faster and better at their decision-making when they have a really well understood and aligned vision and strategy.

[19:09] Tell us more about challenges related to people. Founders of early-stage startups ask questions like, “When should I hire my first product manager? Should I hire a VP of product first and then have that person hire product managers later or should I hire more junior product managers first?” There’s a lot of confusion for early-stage companies about the right timing. Often they make the mistake of hiring people who are too senior too fast. It’s nice to have somebody who can work at that level, but often the work that needs to be done is at the bottom of the product stack. That’s not what VPs of product are super excited about, and the product leader and founder will start stepping on each other’s toes. I usually recommend that startups hire a relatively junior product manager initially. Only when they have a small product is it the right time to hire somebody to lead this group.

As companies mature, they start to run into the question, How do we make sure that there is that connection between the strategy and the work that’s getting done? They need to focus on communication within the team and dividing responsibilities among product managers.

In really large organizations, a lot of the people issues turn into how to maintain culture across the team, what the ratios should be between product and engineering and how they ensure that they’re not duplicating efforts across different team members.

There are also questions like, “How do you maintain or create diversity within your team?” There’s certainly demographic diversity, but there’s also just diversity of thought and diversity of experience. Do you have a combination of B2B people, B2C people, and marketplace people? Team members should be able to share some of their learnings from the prior places that they’ve been.

Hopefully every time you’re hiring that next product manager, you’re solving what I call the n + 1 problem. You’re not just hiring somebody into a role. You’re taking a team of n people, and you’re turning it into a team of n + 1 people. Who’s the right hire who’s going to make your team of n +1 as strong as it could possibly be?

[23:17] What team structures do you recommend? Many companies use a pod concept. A pod is a dedicated team that is working on a particular set of problems, has a certain set of goals, and has some level of autonomy to figure out the best way of reaching the goals on their own. They are responsible for their own roadmaps. When I was the head of product, it was my job to ensure there was alignment across the pods and that the puzzle pieces fit together. But it wasn’t my job to be dictatorial and tell everybody what they were supposed to do. A pod would consist of a product manager, a designer, an engineering lead, a pool of about five to seven engineers, and maybe other functions as well. We gave the pod some metrics that they were accountable for moving. They have decision-making authority of what they work on for the most part.

The pod concept has become the de facto way of doing software development these days. There are a lot of different ways of breaking pods up to have different areas of ownership. You could break it down by different areas of the product, personas you’re trying to focus on, metrics you’re trying to move, geographic location, market segments, different products, etc. There is no one best answer.

However, there is this issue that you need to resolve: Whatever seams you have in your organizational structure are likely to be propagated as seams in the product that gets delivered by that group. That’s known as Conway’s Law, which basically says your organizational structure is reflected in what gets delivered by that organizational structure. So the question is, where do you want those seams to live? Where is the best or the worst place for those to be? I recommend you think about your organizational structure in such a way that you minimize the negative impact of those seams in the experience for the end customer. Think about the customer journey and how it is impacted by siloes in your organization.

[28:00] Tell us more about dysfunctions in process and practice. We talked about autonomy, and it’s really important to set up your process so product teams are empowered to make their own decisions. That means sometimes the product leader has to step back a little bit. As a product leader, in order to give your team the ability to be autonomous while simultaneously recognizing that you’re still responsible for the collective work they do, it’s important to define the vision and the strategy, define the personas, define the product metrics and the dashboards, set up the right kind of metrics reviews to ensure that focus is in the right areas at the right times, and define the product and design principles.

In general, I’m a believer in agile more so than in Agile. Anytime you try to get dogmatic with process, you neglect to recognize the differences that exist across companies.

For example, I read an article from somebody at Facebook who suggested you don’t really need to have a direction or strategy. You just throw things out there and see what sticks. When you’re at Facebook, you can run an experiment in an hour and probably get enough data points to tell whether the idea is going to be effective. When I read that article, I was working at a company delivering a B2C product. We were delivering home energy reports to consumers, but utilities were actually our customer, and they were using our product to try to help drive down energy usage within people’s homes. We generated the home energy report as a PDF. We found out that the most effective way of delivering the PDF to consumers was not in the form of email because they just deleted it. The most effect way was to send a letter in an unmarked envelope from the utility company, which everyone would open and read. However, it took one year of collecting data to tell that there was an interaction between the customers receiving this piece of paper and them changing their behaviors in their home to use less power. We ran hundreds of experiments with that kind of stuff, but the turnaround time to see the impact of what we were doing was a year. Testing different ideas didn’t come from just throwing them out into the wild and seeing what happened. We had this whole process built up of doing huge amounts of usability studies because we could get feedback more immediately to refine our designs. Some companies need that; some companies don’t. It depends on the nature of your business.

Action Guide: Put the information Ben shared into action now. Click here to download the Action Guide. Useful links: * Connect with Ben on LinkedIn * Learn more about Prodify * Check out Build What Matters

Innovation Quote “Plans are worthless. Planning is everything.” – Dwight Eisenhower

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Build What Matters: Delivering Key Outcomes with Vision-Led Product Management

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The value the Product Development and Management Association provides for product mangers and leaders Today we are talking about the most influential professional product association you’ve likely never heard of. The association is PDMA, and we’ll talk about what the they do and why you should know about them.

Susan Penta is with us. She is the Chair of PDMA and has served in other volunteer roles with the association in the past. She is also the co-founder and managing partner at MIDIOR, which has been providing professional services for 26 years to product organizations in a number of areas from product insights, product development and management, and technology platforms. It’s worth noting that PDMA is a volunteer-led organization and, like Susan, most of the people involved in its leadership have fulltime jobs in product roles yet make time to contribute to the professional association.

On an off, I’ve been one of those contributors as well because PDMA has been vital in my career development and I want to help other product managers. I’m currently serving PDMA by being an author on the 3rd edition of their body of knowledge for product innovation, which Wiley is publishing in early 2024.

This episode is sponsored by PDMA so we can find out more about the association. Register for PDMA’s 2023 Inspire Innovation Conference on September 16th-19th in New Orleans, LA, USA.

Summary of some concepts discussed for product managers [2:15] What is PDMA? PDMA is the Product Development and Management Association. We exist to advance and nurture the discipline of innovation, product development, and product management. We do that through academic research, academic-focused professional development, education, certification, and community. We were founded in 1976 by a group of individuals who at that point powered some of the most respected, recognized, and innovative companies. Today we are still doing that, and we are one of the only associations, if not the only professional association, to bring together academics, practitioners, and service providers around the discipline of product management to advance the discipline.

[4:13] Why is PDMA not better known among product managers and leaders? You can talk about it as a marketing problem, but I think there is some root cause in our mission. Because we are about nurturing the discipline of product management itself, PDMA isn’t the place where individuals who work in product roles come to get jobs. Because our focus is on thought leadership and often the kind of content we bring to the table is heavy—academic or at least well researched and thought through—we are for those who are not faint of heart when it comes to product development and management. For many individuals who work in product management and product development roles, the discipline is a stop on their career path, so they don’t necessarily get jazzed about the discipline itself.

Our work in our communities is through our chapters. We are not putting commercialized content out there. We don’t have a big marketing engine. While we are a global organization, our grassroots are in each individual location where our chapters are. We should be better known, and organizations trying to professionalize the discipline of product development and product management inside their company give our certification visibility, but many people in small to medium businesses might not engage with PDMA unless they come across a chapter or our journal or somebody like Chad or me.

[12:47] What value have you found by being a PDMA member? I fancy myself a lifelong learner. I care about about nurturing the discipline of product management and development. In PDMA, you’re always learning. It’s fascinating to hear how other industries deal with product development, product management, organizations, process, and so forth. PDMA provided me with colleagues and an opportunity to look through many different lenses. Because I was starting to teach and the individuals in my classes were from different industries, that ended up being super valuable. It kept me at the forefront of where the research was headed because a big piece of our organization is focused on academics and research for the future.

The PDMA Body of Knowledge is synonymous with entrepreneurship and how you think about starting a company. A startup is a single-product company. The Body of Knowledge chronicles the product journey from cradle to grave. Even if you are focused on research and development, or if you’re focused on product marketing—two different ends of the life cycle—the Body of Knowledge gives you the entire context. It makes you a better individual, a better leader, and more appreciative of what other teams are doing. We have a body of work that is highly relevant to many.

[18:22] What are some other reasons product managers and leaders should know about PDMA? First, if you think you’re going to stay in and around product, and especially if you want to lead product teams of any type, then knowing about PDMA and leveraging the professional development, Body of Knowledge, and opportunities that we present to learn and engage with others ends up being pretty powerful. PDMA cuts across career journeys and industries. If you want to stay in product or you want to be a leader, we would be an organization that you want to at least know about, if not engage with.

Second, we’re a serious group. We’re credible. The things that we put out are evidence-based and research-based. If you’re a product person—truly through your core—you go to PDMA. If you are interested in finding a job, PDMA is an interesting place for that, but we don’t have the biggest job board for product managers because that’s not our focus. We can refer to you to other places.

We care about the discipline. We care about the way in which individuals are able to interact with the discipline and with their teams and put really great, relevant products into market. That’s who we are.

[22:26] Tell us about the annual conference and how to register. Every year PDMA puts on an annual research forum and practitioner conference, which are part of the same event. You don’t have to go to the academic conference if you’re a practitioner, and you don’t have to go to the practitioner conference if you are an academic, but they are both together, representative of who we are as PDMA.

This year’s conference is in New Orleans from September 16th-19th. It’s called the 2023 Inspire Innovation Conference. This year we will start with a research forum on Saturday into Sunday, have a bridge session Sunday afternoon, and then go into our practitioner conference on Monday into early Tuesday.

I’ve never been disappointed at any point in my career in a PDMA conference. I am, as I said, a lifelong learner. I go to the conference to learn and connect with others. The content is amazing, and it’s very egalitarian, so you can be three years into your career talking to somebody who’s a Chief Product officer or a CEO. The tie that binds everyone together is an interest in the discipline. We’re interested in product development, product management, and innovation, and there are a plethora of opportunities to go explore whatever want to you want to learn about.

I think we do a great job in a short period of time. We try to provide opportunities for the entire group to come together. This conference is attended by hundreds of people. We have sessions together and separate tracks.

Additionally, I own a professional services firm, so for my team, especially for those individuals who are earlier in their career, coming to a PDMA conference is a great way to consume a lot of material and do some professional development around the things that our clients care about.

You can register at PDMA.org. Right now there is early-bird pricing (until August 10th).

Put the information Susan shared into action now. Click here to download the Action Guide. Useful links: * Register for the 2023 Inspire Innovation Conference and get early-bird pricing until August 10th * Check out PDMA.org

Innovation Quote “Invention is a flower. Innovation is a weed.” – Bob Metcalfe

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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Starting from the customer experience to build products customers love Today we are talking about the “working backwards” approach to product that was created at Amazon.

To give us the details on this approach, Colin Bryar is with us. He joined Amazon in 1998—four years after its founding—and spent the next 12 years as part of Amazon’s senior leadership team. For two of his years at Amazon, Colin was Chief of Staff to Jeff Bezos, AKA “Jeff’s shadow,” during which he spent each day attending meetings, traveling with, and discussing business and life with Jeff. Colin is co-founder of Working Backwards where he coaches executives at both large and early-stage companies on how to implement the management practices developed at Amazon. He is also the co-author of Working Backwards: Insights, Stories, and Secrets from Inside Amazon.

Summary of some concepts discussed for product managers [2:07] Where did “working backwards” originate? Working Backwards started at Amazon in the early 2000s. We were trying to figure out how we were going to move into the digital space. Amazon’s first leadership principle is customer obsession, and we realized we weren’t as customer-obsessed as we needed to be. Jeff Bezos wanted to create a new type of process to make sure that the customer was with us for the very beginning of an idea all the way through the journey to when the product was released. And we had tried a bunch of standard tools to build products, but we realized that the one person who wasn’t in the room was the customer, and that was the most important person to have with us on the journey.

We created a process called Working Backwards, which is starting from the customer experience and then working backwards from that to build a new product.

[4:39] What is the “working backwards” approach? The primary tool that we use is the PRFAQ document, short for press release and frequently asked questions. When someone has an idea for a product or service, the first thing they do is write a PRFAQ document.

The first part is the press release, which must:

Be one page or less
Clearly define who the customer is
Clearly define the problem you’re trying to solve for that customer
State your solution
Convince the customer that this solution is worthy enough for them to change their behavior from the alternatives
Be in written in language that a customer can understand
Be written to the customer

After reading that press release, if you’re not excited to go out and buy the product or use the service, go back and rewrite it. It’s an iterative process.

Once you have a press release you’re satisfied with, write the frequently asked questions. Some people break this up into two parts—external FAQs that the customer or press will ask and internal FAQs that you’ll have to answer in order to make the idea a reality.

[8:55] Do you involve the customer in writing the PRFAQ document? You don’t need to involve the customer necessarily, but you do need to figure out ways to get the customer needs out in front of everyone in the group. Look at data about how people are currently using your product or service. The best way to understand the customer experience is really to deeply immerse yourself in the data and the problem at hand and come up with conviction that this is a solution to a real customer problem. Then you can do some surveys and focus groups to validate or disprove that hypothesis.

When you’re writing the PRFAQ document, typically a product manager takes the lead. You can’t write it overnight. Allocate an appropriate amount of time to do it. It’s best to show people drafts of the document before you bring it to the leadership. They’ll help refine the idea and make it better.

[12:02] How long are the FAQs and how do you discuss them with your team? We try to keep the document to six pages or less for a one-hour meeting. You spend about the first 20 minutes reading the document, and then you have 40 minutes of discussion.

You don’t have to comprehensively cover the whole product in each meeting. Start off with the idea. At the next meeting, narrow down the pricing model, etc.

The body of the document needs to be six pages, and you can have appendices added onto that which can run well over six pages that you can refer to as needed.

[15:50] Why have a meeting about the PRFAQ document? There are two reasons to have a meeting with the team rather than individually reading the draft. First, people will update the document until the very last minute before the meeting starts. If you read it the night before, you’re reading a draft that has gone a little stale.

Second, during the first 20 minutes of the meeting everyone is guaranteed to read the document. Despite best intentions, things come up, and some people might not be able to read it ahead of time.

[16:52] Who is at the PRFAQ meeting? The meeting includes the person who is eventually going to write the check. You can invite other people like senior leaders who are involved with the project dependencies. I typically would invite high-judgment individuals because I think that they’ll make the idea better.

The goal isn’t the document itself, and in the early stages, the goal isn’t to get the idea greenlit. It’s to make the idea the best it can be before you start to build it. Anyone who will help you do that can be at the meeting.

These meetings help you go through a large number of ideas and pick the best ones. Often people get invested in their idea and try to sell it. This is no the time to sell your idea. It’s the time to uncover the truth about your idea.

[19:59] Have you found the Working Backwards process helps adjust the culture to focus on the merit of ideas rather? Yes, that’s inherent in writing a narrative and having a collaborative document where people can enter comments before anyone gets a chance to speak to them. Everyone gets to enter their feedback. Then you cover the feedback and it doesn’t really matter who wrote each question. You figure out things you hadn’t thought about before and think about how to mitigate risks. It doesn’t matter if the person sharing is the CEO of the company or the most junior person in the room.

As you go around and ask questions, we encourage senior leaders and the most senior person to go last. You don’t want to bias the rest of the people or discourage them from disagreeing.

[22:00] When do you get feedback from customers? By the time you write the PRFAQ, you should already have some data that tells you that the problem you’re solving is a problem with customers. You should already have some pretty clear idea of what the customer experience is, where it’s falling short, which problem this idea is going to solve, and how it fits into the whole customer experience as a whole.

Usually your job is to innovate on behalf of customers, not just ask your customers, what you should do next for them. The more data you get to measure the customer experience, the more insights you have on how to improve that customer experience.

Once you have a solution, if you can get validation from customers in a cheap way, you certainly should.

[24:22] How many meetings do you usually have before the idea is greenlit? Fewer than half of ideas make it through the Working Backwards process at all.

First of all, I’d say less than half of them make it through the process at all. The answer after any meeting is, “yes, we’re gonna go do it,” “no, we’re not going to do it,” or “no, we’re not ready; we need to go get more information.” That third answer is the most common answer for these meetings. You have to go through it a few times.

For most ideas, you would go through about five meetings. A big project like Kindle would have many more PRFAQs, some of them focused on very specific elements of a service.

Jeff Bezos said you want to make most decisions with about 70% of the information you’d like to have, because if you wait to get a hundred percent, your competitors are going to get there first.

[25:55] What is a product that was created using the Working Backwards approach? One product that comes to mind is the Kindle product. This started off as we were thinking about what we were going to do in the digital space. We needed a product that would be worthy of reinventing the book, which has been around for hundreds of years. As we wrote the press release, we realized four key elements that the product needed to have:

New type of screen device that does not cause eye strain
Vast selection of ebooks
Not tethered to a device and could download a book in under 60 seconds
Cheaper than a hardcover book

As we gained alignment, we debated whether the Kindle should be an all-purpose device or just an e-reader device. We eventually settled on just an e-reader because there were too many technology hurdles to overcome. This is an example of truth-seeking rather than selling or convincing yourself that it’s a good idea.

Action Guide: Put the information Colin shared into action now. Click here to download the Action Guide. Useful links: * Visit WorkingBackwards.com * Check out Working Backwards: Insights, Stories, and Secrets from Inside Amazon

Innovation Quote “The best way to fail at inventing something is by making it somebody’s part-time job.” – Dave Limp

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Working Backwards: Insights, Stories, and Secrets from Inside Amazon

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How product managers can create a portfolio and manage innovation Today we are talking about portfolio management—creating a portfolio, adjusting it, selecting projects for it, and managing innovation.

Our guest is Gareth Bradley, Director of Product Management at Planview. Planview is a leading provider of product portfolio management solutions. Previous to Planview, Gareth held Product VP roles and managed innovation portfolios.

Summary of some concepts discussed for product managers [1:42] What is a product portfolio and why do we care about it? Product portfolios allow companies with multiple products to align work tracks around particular products. Companies organize their product portfolios either at the product level or around groups of products or services.

[3:12] What are some ways organizations structure portfolios? There are two worlds. The traditional world is where the structure of portfolios is around projects—how a work item starts, is worked upon, and is delivered to the market. These projects run in groups called the portfolio. Each project has a start date and end date. The traditional view is prevalent, but we’ve observed a shift from a project mindset to a product mindset.

In the product mindset, work is more continuous. You work in the product development lifecycle, thinking about a continuous evolution of a product or service that goes into market. The way your portfolio is structured needs to adapt for new innovations. The product mindset is the new frontier.

One of the biggest challenges for many organizations is striking the balance between a project- and product-oriented mindset. They may have been working in the project mindset for a long time. Now because of disruption in the market, they have to shift the way they think, and that’s tough to do.

[6:29] What are some example of project-driven and product-driven portfolios? Organizations delivering smart-connected products have had to make the jump to product-driven portfolios. When you’re manufacturing a physical thing, you work on one version and it’s complete. The development cycle is long. As more companies are dealing in software, the product mindset comes in. You cluster work to support the overall family group. For example, automotive entertainment requires a lot of software for a vehicle. There’s a family of supporting projects for that vehicle. Once the vehicle is out, there’s continual work on the software. As my CEO says, “Good software is not like fine wine. It’s more like sushi. It doesn’t get better with age.”

As an organization, you have to think about how you can maintain your position in the market. Think about the structure of getting the product out to market and balancing the portfolio to manage the whole lifecycle.

[10:03] How do you use buckets or horizons in portfolio management? The three horizons approach is dividing work into short, medium, and long term. Some companies organize their portfolios to keep each horizon contained.

In other organizations, like those spending a lot on R&D for medical devices, horizons one and two can become more muddled so you have incremental innovation to support the product that has gone to market.

Other organizations are purely doing R&D innovation. They work in horizon three.

[23:27] Where do innovation ideas enter the portfolio? Start with the end in mind—what do we want to put into market? Organizations that win at this game are the ones who think about the end in mind, predominantly around funding—how do we fund innovation in and around our portfolios?

Organize crowd structure into three buckets: incremental, disruptive, and breakthrough. (The crowd is employees, supply chain, partners, and customers—anyone you collaborate with.)

There is a middle space before the portfolio, an incubation area where you select 10-20 ideas from a thousand. The incubation area can be where pre-funding happens and where market fit is thought about. If you don’t do that middles step or if you don’t execute it well, you end up with a lot of good ideas but you can’t execute them.

I’ve worked with engineering companies who do this very well. They know what type of innovation they’re looking for and will line up the end with the start. In the incubation process, they make sure those ideas are viable.

As a project manager, you need to be in touch with the portfolio people to understand what kind of projects they have funding for. As a product leader or product VP, you would want your portfolio to have funding allocated for receiving new ideas.

[30:36] What are some indications we need to rethink how we’re allocating our resources in our portfolio? I look at throughput. What are we getting out into market? Are we finishing things on time as predicted on budget with the resources we have? We look at the whole lifecycle. What is happening in the market with what we already delivered? What are customers telling you?

Bring in complaint data and align spending with fixing bugs or issues that generate customer attrition.

Action Guide: Put the information Gareth shared into action now. Click here to download the Action Guide. Useful links: * Connect with Gareth on LinkedIn or Twitter * Learn more about Planview

Innovation Quote “Under the right circumstances, groups are remarkably intelligent, and are often smarter than the smartest people in them.” – James Surowiecki

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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Lessons from the discoverer of Stage-Gate for product managers Today we are talking with a legend in product management. Our guest is Dr. Robert Cooper, who discovered the now famous Stage-Gate process and was named the “World’s Top Innovation Management Scholar” by the prestigious Journal of Product Innovation Management. Besides his best-selling books Winning at New Products and Portfolio Management for New Products, he has published more than 130 articles on R&D and innovation management. He is frequently helping organizations succeed while also holding the role of Professor Emeritus at McMaster University and Distinguished Research Fellow at Penn State University.

Summary of some concepts discussed for product managers [3:05] What key challenges are medium and large organizations encountering today when trying to get new products into the marketplace? We’re facing new uncertainty and risks. Companies have to think about what to do short-term to keep the lights on and what to do long-term for bolder innovations. Some companies will retreat and cut their spending by cutting bolder long-term innovations, and we saw in the recession around 2010 that was a bad strategy.

Another challenge is fortitude of the general manager to keep spending at the same level when it is tougher and tougher to get the return on investment you need.

[7:38] What advice do you give leaders about making strategic decisions? There are many risks and uncertainties like the supply chain, market size, and expected profitability. The numbers we put in our business cases are notoriously wrong often by a factor of two. Many business cases are fantasy because there are so many unknowns, which people usually don’t factor in. Take a hard look at how you do your business case in light of increasing uncertainties and build that in somehow.

[13:07] What’s an example of using iterative innovation? Steve Jobs said, “Customers don’t know what they want until they see it.” LEGO has a B2B business called LEGO Education, which sells learning products to schools and teachers. It’s a combination of IT software and LEGO blocks. There was a new product coming out that LEGO had been working on for about four years and couldn’t get right. It was a creative writing curriculum to teach younger children how to be more creative writers. LEGO had several panels of teachers, and they asked them, “What are you looking for in this product?” And the teachers weren’t sure. One of the teachers finally said, “Why don’t you build something and show it to us? And then we’ll tell you if it’s right.” The team got into iterative development or Agile Stage Gate, and it worked very well.

[17:46] What do organizations need to rethink about portfolio management? One of the major challenges is having too many projects in the pipeline for available resources. Nobody has the fortitude to say no, so the default option is to do them all. By doing them all, we guarantee they’re all late. When you do a portfolio review and re-rank all the projects, you find out that a few of them that look shiny and bright at the beginning are not quite so shiny and bright over time. Maybe it is time for a tough re-review of the entire set of projects to kill some of them to benefit the whole portfolio.

Use a good method for ranking projects. Have a tough portfolio manager. Have a good data system.

[22:55] What bucket approach do you use? The first key step is knowing where your money and resources are going now. Make a pie chart of the breakdown across the buckets by numbers of projects, a second pie chart of where the resources are going, and a third pie chart of first-year sales for new projects. Often, you might find that where the sales are coming from is not where the resources are going. You might be putting most of your seed on the worst fields.

[28:03] What do people misunderstand about Stage-Gate that you would like them to know? The Stage-Gate process came from stories of successful entrepreneurs and teams. These projects had bold and assertive project leaders and teams that did everything right and had huge successes. Today companies have lost that entrepreneurial risk-taking approach. They’ve burdened their Stage-Gate process with too much paperwork and check-the-box exercises.

Action Guide: Put the information Bob shared into action now. Click here to download the Action Guide. Useful links: * Visit Bob’s website * Check out the PDMA Handbook 4th edition

Innovation Quote “There are two ways to win at new products. The first way is ‘doing projects right’—and that’s what Stage-Gate is all about—a stage-by-stage process to drive new products to market effectively. The second way is ‘doing the right projects’—and that’s about project selection, making the right investment decisions, and portfolio management. The problem here is that management’s batting average is worse than the toss of a coin—only 25% percent of projects approved for development become commercial successes! Let’s see how to do both ways to win better.” – Bob Cooper

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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How product management teams can better make decisions Today we are talking about disruptions that impact our product work. Whether it’s supply chain disruptions, the great resignation, AI impacts, market competition or something else, continued disruption is expected. How can we navigate such an environment?

To help us make decisions in this environment, Alexis Gonzales-Black joins us. She is an organization design expert and author, with experience in organization design, transformation, and team leadership. She is currently leading organization design at August Public and previously at IDEO, Zappos, and other organizations. She also authored The New School Rules: 6 Vital Practices for Thriving and Responsive Schools.

Summary of some concepts discussed for product managers [2:13] What does an organization designer do? We look at the factors of an organization like purpose, strategy, structure, process, systems, talent, and incentives. We make sure those factors are accelerating the organization toward its ultimate outcome— its mission and vision.

The cycle of disruption is so fast that it consistently pulls our structure and processes away from what we are trying to achieve. We need an ongoing awareness of sensing and adapting to change at all levels.

[4:35] Tell us about your framework for making decisions in turbulent environments. First I want to talk about “Why decision making?” Why do we use that as a way to talk to companies and product teams? No matter where we go in any organization, folks have feedback about how decisions are being made. Typically, there’s a lot of dissatisfaction with the way decisions are made in organizations.

Decision making is a great proxy for many other factors in an organization, like trust, empowerment, psychological safety, speed, efficiency, power, and authority. We often use decision making as a concrete way to improve and accelerate teams because it brings in so many different factors of how teams work together.

When we look across all of the research about decision making, we see that three common levers emerge:

Clear decision ownership
Explicit decision process
Decision capture

[6:49] Clear decision ownership The most ubiquitous decision ownership tool is RACI. It falls hopelessly short of providing the type of clarity that we want it to provide. We end up just documenting the dysfunction of our teams rather than providing clarity about how the decision is made.

We like to introduce single decision ownership. That doesn’t mean that person is making an autocratic decision, but it means you have one decision owner. Who is responsible for shepherding the decision process, for getting the inputs and ultimately making the final call? That level of clarity helps accelerate teams. We encourage folks to consider who is closest to the work, has expertise, and is closest to the data.

A lot of folks default to consensus as the model for decision making because they’re afraid of being responsible if something unforeseen happens. Consensus is overused and misused. It is preferable is for one person to make a decision using the information they have at the time and to have an environment where it’s okay to say, “Oh, maybe that’s not what I would’ve done, but I trust you,” or “Maybe it didn’t turn out the way that we wanted it to, but let’s just learn and pivot moving forward.”

[10:04] What tools do you use for clear decision ownership? Select the best decision owner for each decision. We use a proposal where somebody on the team says, “You know what? I think Chad is closest to this information. He’s been working on this project and driving this forward. I propose that Chad is the decision owner.”

Have a quick moment to see if there are any objections. As long as we agree that Chad is going to make sure that his stakeholders are heard and considered, we consent to Chad being the decision owner.

Then we do a really rigorous stakeholder map where the decision owner names his key stakeholders—the people he needs to keep in the loop and who will impacted by the decision. He doesn’t necessarily invite them into the decision-making moment, but he gets their input. The decision maker has to make a great stakeholder map, engage us appropriately, get our data, and make sure that the decision is considering the most relevant data.

[11:58] Explicit decision process We use a disagree-and-commit process, where you detail the steps of a decision-making process.

The first step is a proposal. The second step is an opportunity for the stakeholders to ask clarifying questions. Often we jump right into reactions, but we need to understand and clarify before we get into our opinions. After we’ve clarified, we’ll have a round of advice or reactions where each person, one at a time without interruption, gets to say their advice. Then we will end the decision-making moment with an objection round, during which people say whether they have any data that this is unsafe to try. They put that dissent on the table, and we validate whether or not it is valid data. Then we leave that one-hour meeting having made a decision.

[18:36] How do we define the decision we’re making? Before you name an owner or get into the decision making process, you must define the decision. Often, the decision we’re trying to make is a symptom of a bigger decision or we haven’t quite thought about the thing we need to be answering here. We have a tendency to bundle decisions together and to try to make many decisions all at the same time.

W need to first do some unbundling and look at the bigger picture to defining the parameters of the decision before we even get into the process.

[21:36] Decision capture If it’s not written down, it isn’t decided. We use a shared document, in a shared space, in a shared log to write down the decision that was made. If you can, include context around that decision, other alternatives, trade-offs, and stakeholders.

A lot of teams use a simple template with five prompts:

What decision was made?
Who was there?
What considerations?
What trade-offs?
When will we revisit this decision?

[25:05] What AI-driven tools help with capturing decisions? Many new AI technologies like Otter or Fireflies that can record a conversation, summarize that conversation into its main themes and insights, and read out that summary at a high level.

There are tools for asynchronous decision making like Murmur and Hoop where you can input a proposal and it will move the proposal through a bunch of stage gates, where everybody on the team can write their questions and objections. Everything is documented in a decision making blog.

[26:53] Is there an example you can share of how an organization applied this framework? I was working with the CEO of a large software company who was extremely confident in his decision making and not somebody who shies away from bold decisions.

We used an explicit process with the CEO’s staff. The CEO made a proposal, we had time for clarifying questions, and then we almost painstakingly went around person-by-person for the members of his C-staff to share their advice and reactions. It’s such a subtle but profound shift from what we’re used to, which is loudest voices in the room dominating everybody. It shifted the energy in the room to quiet contemplation. The CEO was having to listen intently to what each person said in turn, without being able to react or respond.

At the end of that meeting, the CEO said, “Not only did I make a different decision, but I heard from members of my CEO staff whom I would never typically hear from.”

We considered that a huge win for that team, not just in the inclusion of voices but also in the quality of data that he was able to use to improve his decision by simply using an explicit process.

Action Guide: Put the information Alexis shared into action now. Click here to download the Action Guide. Useful links: * Connect with Alexis on LinkedIn * Learn more about August Public for Organization Change

Innovation Quote “Be patient toward all that is unsolved in your heart and try to love the questions themselves, like locked rooms or books that are now written in a very foreign tongue. Do not now seek the answers, which cannot be given you because you would not be able to live them. And the point is, to live everything. Live the questions now. Perhaps you will then gradually, without noticing it, live along some distant day into the answer.” – Rainer Maria Rilke in Letters to a Young Poet

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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How established organizations can overcome barriers to digital transformation – for product managers Today we are exploring digital transformation in large organizations as well as other challenges leaders are facing in a digitally transforming business environment.

With us is David Rogers, an expert on digital transformation, a member of the faculty at Columbia Business School, and the author of five books, including The Digital Transformation Roadmap.

Summary of some concepts discussed for product managers [1:38] What kind of problems are executives of organizations talking about now? There’s a tension between the external and the internal. Established organizations are seeing a lot of external change—new technologies, new behaviors among customers and employees, and digital change. The pace at which each new wave of change comes is speeding up.

On the other side, businesses find it hard to adapt internally to respond to change. Many companies are working on digital transformation, but they’re struggling to see results. Seventy percent of large organizations are failing in their efforts to transform. I’ve been diving into the key problems that are holding organizations back from digital transformation. They understand the urgency to transform, but inertia is holding them back.

[5:43] What is digital transformation? Digital transformation is the transformation of an established business to thrive in a digital age of constant change.

This is about established businesses. Creating a new startup is a different challenge. In an established business, you have a business model, customers, ecosystem of partners and distribution channels, employees, and a brand reputation. The challenge is adaptation. How do we turn a giant battleship in the water?

Digital transformation is not, at its heart, about technology. We need to change because of changes around us, which are driven by new technologies, but to change our organization, we have to focus much less on the technology and much more on the customer and our own business.

To respond when things seem to be changing so fast, keep an eye on the technology, but don’t lose sight of your real mandate, which is to solve customer problems, solve business problems, and pursue opportunities for sustainable growth.

[7:36] What part does artificial intelligence (AI) play in digital transformation? The current wave of change is around generative AI. A lot of companies are pumping out demos of AI passing the bar exam or creating a marketing plan in 30 seconds. It’s uncanny how an algorithm can put things together that are shockingly similar to what a person might write.

Is it actually useful though? Most of the examples I see are not useful. The marketing plan created in 30 seconds is not good enough to implement. It’s a B-minus student’s effort.

Other people are using AI to actually solve problems. Khan Academy is using large language models to provide one-on-one tutoring. There is a lot of evidence that learners perform and progress better and faster if they have one-on-one tutoring, but human tutors aren’t scalable. Khan Academy is building an incredible application to provide tutoring that is as good as or even better than what a human tutor can provide.

We have to follow and track these fast-moving changes, but we cannot be distracted by them from the strategic question, “What problems are we trying to solve?”

[10:51] Tell us about your framework for digital transformation. My framework address five barriers to digital transformation:

Lack of shared vision: A lot of companies have a generic intent to become more digital or futureproof the business, but those phrases are meaningless and generic, as opposed to a vision that is specific to the company. Where do we see our world, context, customers, and industry going? What is the role that we see ourselves in, in this rapidly evolving future around our particular organization? Your vision must be rooted in your particular business and unique capabilities.
Lack of clear growth priorities: Sometimes a company has no focused strategic process at all and is chasing after the latest shiny object. Other companies are purely looking at cost savings and efficiency, which is important, but if all you’re trying to do is optimize your longstanding business, you’re going to miss out on the biggest growth upside.
Focus on planning instead of experimentation: Product management is all about iteratively learning through experimenting and getting customer feedback. Some companies lack that process and rely on detailed, traditional planning processes based on third-party data.
Lack of flexibility in governance: If you have no flexibility built into governance processes, such as allocating resources and starting and stopping projects, you will have an inability to effectively scale good ideas.
Lack of change in capabilities: Your technology stack may not have been brought up to the present era. You may have an inflexible structure. Your people may not have the relevant skills to pursue the ideas your product managers have identified as problems to solve. Or the culture of the organization may not have moved forward.

[19:43] Can you take us through an example of an organization that went through digital transformation? Walmart has gone through digital transformation while going into ecommerce. Walmart has done a really good job of clearly defining problems to be solved. They’ve tested and learned which of their solutions or growth ideas are working and have not been afraid to shut down ones that aren’t and scale up ones that are.

One of their biggest growth opportunities is ecommerce or omnichannel commerce around groceries. Walmart understood they weren’t going to beat Amazon at its own game, but they have certain strengths—namely, physical stores. They looked for strategies that made their physical stores assets rather than liabilities. They created many pilots of different approaches for grocery delivery—drop off, pick up, and shipping. Ninety percent of Americans live within 10 miles of a Walmart, so the proximity of the stores is a tremendous strategic asset. They tried a lot of things and figured out what was working then built on that.

Walmart’s buy-online, pick-up-at-store model, which was already growing before the pandemic, became supercharged during the pandemic. People felt secure and safe getting groceries loaded into their trunks without even having to roll down the window.

Walmart tried a text-messaged-based commerce concierge service called Jet Black, which was an upscale product in select markets. They found they could drive change of customer behavior, so they could get product-market fit, but they found they couldn’t scale yet to a business model that would capture enough value that they could continue to grow it, so they wound that down.

They have had success with health centers and micro-warehouses in stores. They’ve brought in robotics in some aspects of stocking. They’re even looking at edge computing, building on their combination of retail footprint and tremendous data.

Walmart has tried a lot of things and been willing to test them and learn in the market what works. They’re not too attached to one idea but are looking in multiple places and scaling up those that are ready to grow in the market.

Action Guide: Put the information David shared into action now. Click here to download the Action Guide. Useful links: * Pre-order The Digital Transformation Roadmap * Check out David’s website

Innovation Quote “Everyone has a plan until they get punched in the mouth.” – Mike Tyson

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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Why product managers need to understand customers’ needs We have had a lot of valuable guests on this podcast, and one of my favorites is Ken Gray. When we talked a few years ago for episode 046, he was the Global Director of Innovation for Caterpillar. Since leaving CAT, he has worked on 3D printing, […]

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How product managers can build trust and alignment on virtual teams Today we are talking about making virtual product teams more effective.

Our guest is Anna Marie Clifton, Head of Product at Vowel. She is leading the effort to make virtual meetings more effective by turning them into searchable, sharable knowledge. Before Vowel, she held senior product management roles at Asana, Coinbase, and Yammer.

Summary of some concepts discussed for product managers [1:57] How do you build trust among product team members on virtual teams? Trust is at the foundation of everything. Trust builds velocity. Trust builds product. It’s hard to build trust in virtual environments.

When I had a distributed team at Coinbase, we were in a hybrid setting where some of the team was co-located and some of the team was not. That’s the hardest setting for building trust because there’s a local clique and remote participants. At Coinbase, we developed a mascot to give ourselves team culture. We chose the Count from Sesame Street because our team was working on trading, buying, and selling. We sent the Count stuffed animal to our colleagues who were not co-located with us as a symbol of our cohesion.

One of the most important ways for leaders to build trust is being vulnerable and admitting mistakes. I go out of my way to call out any time I make a mistake in front of everyone whom I work with. You can do that not just in the moment but also in reference to a past mistake. That really humanizes yourself and sets the tone that it’s okay to make mistakes—this is a safe space. One of the best ways to build trust is to share vulnerability. If I’m being vulnerable with you, you can definitely trust me, because you have something you can hold over me. I’m in a position to be trusted because you have power. It’s critical especially for leaders to be vocal and vulnerable about current and past mistakes and set the tone of trust.

For product managers joining a new team or organization, one of the best things to do to build a foundation of trust is to build early commitment. Say you’re going to do a thing and do that thing. Find things you are very confident you know how to do and that have a very short time window, say you will do them, and do them on time. Those actions give promissory notes that build trust, rapport, and expectation that you are a reliable person. When you move to a new organization, you start from a clean trust slate, and you have to really quickly build that balance sheet up. Giving people little commitments you can deliver on in the next 24 hours and doing that repeatedly in your first few weeks is one of the best ways to accelerate that.

[10:30] How do you keep virtual teams aligned on product goals and priorities? Alignment is the most important aspect of team functioning, but maintaining alignment is challenging. Until you’re in an organization where there’s a lack of alignment, you don’t notice how completely frenetic it can be. If you move really quickly forward and you move really quickly backward, you’ve moved at a high speed but low velocity—you haven’t gone anywhere. One of the best ways you can improve velocity, especially as an organizational leader, is by focusing on alignment, not necessarily speed.

Everything is always trending toward less alignment. The default state is as time moves forward, people are becoming less aligned. Your job as a product leader is to continue to pull people back into the alignment you have created. It’s all about communication. The adage “people have finally heard something once you’re tired of saying it” is true.

At Vowel, we do an all-hands meeting every two weeks. Our product team will share a product update, and most product updates will include a high level reminder of product strategy. Every quarter we do a detailed all-hands meeting about the product strategy. What is our current product strategy? How, if at all, has it changed since the last quarter? If it stayed the same, you still have to say it again.

I strongly encourage good posts in Slack or Teams.

Communication with your teams in one-on-ones is important. One of my favorite ways to start a one-on-one conversation is with the question: “What’s the most important thing?” It’s a great question to pull your colleague out of the minutiae of tactics and into thinking about the most important thing for the company right now.

People as individuals and teams as groups of individuals have a certain capacity for change. They can only absorb so much change so quickly. The capacity for change is a budget you get to spend as a leader. Give people a lot of heads-up notice of when a change is coming. That gives them a lot of confidence and security to execute the change and prepare to shift to the next thing when it’s time. You don’t necessarily need to know what the next thing is going to be. You can just say, “I think this is going to be important for about six months. We’ll do the next thing next. We’ll figure out what the right next thing is then.” It takes a while for people to shift perspective. If they were going in one direction and they’ve put all of their mental energy into getting really good at that, when you ask them to shift, they keep accidentally doing the prior thing on accident. It’s hard to unlearn that foundation of where you’re headed. Giving people a really strong heads up on when they’re not going to be headed in that direction anymore can help them switch more quickly to the next thing.

At Vowel, we have demos every two weeks of what we have built. The engineer who is demoing the work talks about why it is important for the customer and what impact it’s supposed to have. This exercise means the engineers now have to know what the answer is to, “Why is this important?” This provides closer alignment between engineers and the product strategy and vision. The result is our engineering teams have become key collaborators in driving product ideas because they’re more deeply invested in where we’re going.

[19:17] What advice do you have for team members (not leaders) to help make virtual teams more effective? The first thing is mindset. Take on the mindset that you have agency. The thing I love about culture is everything is contagious. And the thing I hate about culture is everything is contagious. As an individual, anything you start doing will spread to other people. If you want your team to be more invested in the product, start being more invested in the product.

In any meeting, ask, “What is the goal of this meeting? What is the goal of this project? What is the goal of this bug fix? etc.” This question can help keep people out of these nitty-gritty weeds and up at the level of what matters. No matter what role you’re in, asking, “What’s the goal here?” is always going to work. If you start asking that question a lot, pretty soon you’re going to get promoted to the level of people whose job it is to make sure that question is being answered.

I’m a huge fan of meeting agendas. Even for the most casual meetings, start the conversation with “Hey, what’s the agenda? What do we want to accomplish here?” This can help those long, awkward, rambly, never-ending conversations actually matter and not be so long and rambly.

In the virtual space, you often don’t have a hard end time for the meeting, so everyone can keep chatting. Get good at knowing what you’re discussing and close the conversation once you’ve discussed that. This can give everyone time back and bring more energy to the conversation.

When you end the conversation, be very clear on the next steps—who is doing what by when? It’s easy for thing to fall through the cracks with virtual teams. Be clear on the next steps you agreed upon, who is accountable for them, and when they will happen.

When you can, use a public channel to discuss anything for work. There are lots of uses for private DMs, but I find the default in virtual environments is to DM someone because you don’t want to bother people. That’s actually counterproductive to effective virtual teams because it means work can feel empty. People can feel like they’re working by themselves when there’s nothing really happening that they can see. If you see people are having real work conversations, even if you’re not in them, it can keep your energy up. Using public channels is important so you can pull someone else into the conversation when you need to and provide them the shared context from your previous conversation. It’s so challenging to find content that’s stuck in DMs. It’s much easier when it’s in public channels. Use threads and reply in thread so people aren’t pinged all the time.

It’s a little bit harder for team members to set Slack etiquette, but everything is contagious. If you start doing something right, and if you mention it to one or two of your friends, you can start a movement going.

When you’re writing messages on Slack, think about the number of people who are going to read it, and put in the effort to make it clear and understandable commensurate with the size of the audience. Think about how fast and easy it will be to understand.

For remote teams, change your calendar settings so guests are allowed to modify the event. Anyone can change the meeting time, which helps when you have team members in different time zones. No need to bicker about the meeting time. Just reschedule it.

Record your meetings. That allows you as an attendee to decide if you need to be in the meeting as a participant or if you can catch up on the recording or look at an AI summary and jump into any relevant moment. You can save yourself hours of meetings by not being in ones that don’t matter to you. Recording allows you to search for anything you have forgotten from a meeting.

Have your notes open during the meeting and accessible to everyone in the meeting. Write down your conclusions so you agree before you end the meeting.

[32:35] What is Vowel and how does it help virtual teams collaborate? Vowel is a standalone video conference meeting solution. Instead of being just a video conference tool, it’s also everything before your call. You can collaborate on all your agendas before the call, and it’s a repository for the agendas and recording after the call. Immediately after the meeting, you get an AI summary that links to timestamps in the meeting. If you want to sign up for three months of Vowel for free, use code PRODUCT MASTERY.

Action Guide: Put the information Anna Marie shared into action now. Click here to download the Action Guide. Useful links: * Connect with Anna Marie on LinkedIn or Twitter * Learn more about Vowel and use code PRODUCT MASTERY for three months free * Read Anna Marie’s article on Slack Etiquette

Innovation Quote “It takes 10 years to create an overnight success” – unknown

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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Tools for planning and executing product projects Today we are talking about the skills product managers need to grow their careers.

To help us, Neha Bansal is with us. She is the Head of Merchant Growth and Monetization for Google’s B2B ecommerce business, where she is leading efforts to build the next $1B+ B2B business for the company. Before joining Google, Neha worked as a Management Consultant at Essex Product Consulting, where she helped organizations build products. Outside of her day job, she has guided many PdMs in reaching their career goals, and consequently, has good insights about the skills they need.

Summary of some concepts discussed for product managers [3:10] What key topics do you discuss when you mentor product managers looking to further their careers? First, how can product managers establish processes to enable their teams to succeed? Processes include forums to sync with different members of your team and other teams, forums to get leadership alignment, ensuring high quality of deliverables, and OKR planning.

Second is setting up the right funnels for access to users. I strongly believe that as a PdM, the biggest value you bring on your team is speaking to users and having a pulse of what your customers need.

Third is setting goals. I have often spoken with PdMs who say they don’t think their team understands what they want. I help them rethink what they want in a quantitative way to determine a metric that defines success.

[6:10] Tell us more about processes to help our teams succeed.

Typically, there are two big phases in bringing a product from vision to launch: planning and execution. Planning includes the product vision, strategy, and roadmap. How do you set the vision, strategy, and roadmap? At what cadence do you do that? Who are the right stakeholders and partners to work with as you are setting your vision, strategy, and roadmap? What would be some tools to do that? Those are all important processes to be intentional about.

At Google we do annual planning early in Q3 when I think through the vision and strategy for my product. We write a document that evolves over four to six weeks during which all of the leads from different teams contribute.

First, we go out and talk to customers. I talk to our customer support team and sales team to understand what challenges they have been facing. We keep a pulse of where the industry is headed and what headwinds we expect. We tap into all of that to write the vision document.

[8:27] What do you put into the product vision statement? Typically we create a vision for the next three to five years. We break that down to where we see the product in five years, three years, and two years, and what we need to do to deliver on that vision.

The document includes at most two pages about the vision. The portion about strategy goes into more depth. This is where we think about how will we get to our vision. We start by looking at the data to substantiate why we think we can achieve that vision. We think about our strengths, weaknesses, and competition. The strategy document provides North Star metrics. We describe the metric we care about, the target we want to achieve, where that metric is right now, and how much growth is expected each year.

Finally we write the roadmap for year one. The roadmap provides specific projects that will help us hit our North Star metrics.

[12:31] What tools do you use for planning and whom do you involve? As a product manager, I bring together the team to have equal ownership of the planning.

I always do a two or three day offsite where I’ll bring the team together in person. We spend time understanding each other’s areas and then think about ideas.

There are a lot of workshopping techniques you could use to help people come up with ideas. One of my favorite ones is having people take one minute and list all of the shortcomings in the product. Then we’ll have people talk through those and put them on sticky notes on a whiteboard. Then we’ll ask, “What do you think from here can actually be solved easily? And what is going to be a harder lift?” We’ll lay that down on a graph. You end up with a distribution of problems that have value in solving and can be solved right away as well as problems that have value in solving but will take more time.

You as the PdM can put the brainstormed ideas into the first draft of the vision and strategy document.

[15:34] How have you gotten product managers to spend time with customers? I tell PdMs who are in the early stages of their careers that it’s definitely important to make sure you talk to customers. I have had engineering teams applaud that I meet with at least three customers every week, regardless of whether it’s prescheduled for a particular project or not. That gives engineers trust that whatever I am asking them to build is actually required by the market and by our users.

I cannot emphasize enough the need to continue to have a pulse of whom exactly you are building for.

We are often able to build a list of customers who have opted-in to provide feedback to the product development team. If you don’t have that feature on your product, please build it. We reach out to the users who have opted-in and ask if they would like to speak with the product development team. If they say yes, we schedule calls with them.

If you are building for an enterprise product, you’ll most likely be liaisoning with someone from the sales team. Make sure you have friends on the sales team. I provide access to launches and information to the sales teams so they can provide their clients early access to that information. Both the client and the sales teams appreciate that. I also attend sales calls and events that sales teams invite their clients to.

[19:10] Tell us more about setting goals. How do we define what success should be? Typically, the topmost level goal for an organization is profit or revenue. That is the output metric. What you can really control as a product team are called input metrics, which cause an indirect impact on the output metrics.

Setting input metrics depends a lot on the product and the specific piece that you’re trying to launch. For my team, we have very clear North star metrics for each product.

For example, when I was head of brand management for YouTube video ads, we had three products: search lift, brand lift, and conversion lift. All of these products are used by advertisers to measure the effectiveness of their YouTube video ads. For each product, our output metric was total advertiser revenue, but for each product, the input metrics were different.

For conversion lift, we were externalizing the product from being just an in-house tool to being an external-facing tool. Our input rate was the drop-off rate at various stages as we were doing this migration. For brand lift, our metric was reducing our survey load. For search lift, our metric was adoption.

Then, we started thinking about levers that would affect each of the North Star metrics, and then we broke that down into smaller metrics.

Usually the hardest part is prioritizing instrumentation of metrics. As a PdM, you can help your team prioritize.

[23:07] Tell us more about execution. Assuming you have your roadmap crystal clear, now it’s time to execute the projects that you’ve listed on the roadmap.

For the first project, start with writing a brief document that describes the project’s outcome. At Amazon, they call this PRFAQ. We write the PRFAQ thinking about what we’re going to say when we launch this externally. That helps drive a lot of clarity.

Next, start doing user research to validate the pain points that you came up with as a hypothesis. Once you have a certain degree of validation, write a product requirements document. This typically covers what problem we are trying to solve, why we need to solve it, why we need to solve it now, and what impact we are expecting.

Then go into more depth around the phasing of the product launch. Write about the requirements for phase zero. Requirements are like a contract with engineering and the UX team.

Once I have a first draft of this document, I immediately get my team in the room and get feedback from everyone. Your team will share things you didn’t even think about or didn’t know.

When the document is 70-80% ready, we do UX research to validate the solution we’re proposing.

Next, we go into UX designing. Developers write their backend design documents, and then you go into development mode.

Once development is completed, we all get together again to bug bash and break what we made. As a PdM, I do a lot of prioritization to figure out what is blocking the launch and what’s not. In parallel, I do launch prep, which includes writing blog posts and help center articles, lining up road shows, and preparing comms for sales and marketing.

Finally, hopefully the day comes when you can start rollout. I’ve typically done a phase rollout. Don’t celebrate yet though. Wait for the feature to land. We track the metrics for at least two or three months post-launch, and once we see the metrics performing well, we go ahead and celebrate the launch.

[28:14] How do you help engineering understand the requirements? I record every single user conversation and put snippets in my presentation. I start my presentation with the user describing the pain point. I always have some sense of what is bothering the engineering lead, so I use snippets to establish those points. Engineer’s objections are often around infrastructure, so it helps when you have already addressed those concerns to some extent. For example, one of my projects was privacy sensitive. I got a privacy approval from the privacy office and put a screenshot in my presentation.

Action Guide: Put the information Neha shared into action now. Click here to download the Action Guide.

Useful link: * Check out Neha on Substack

Innovation Quote “The most dangerous phrase in the language is, ‘We’ve always done it this way.’ ” – Grace Hopper

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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Understanding the roles of product managers, project managers, and product owners Today we are talking about a frequently asked question, which is how are product and project management related. We’ll discuss the differences and similarities between the two. Joining us is Peter Monkhouse. He is a product owner and entrepreneur, with NewGenP being his latest […]

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What product managers need to know about augmented realityToday we are talking about augmented reality and what product managers and leaders need to know about this rapidly changing field that is becoming part of many digital transformation programs. Our guest has created several products using augmented reality, including a phone-based vision test at Warby Parker, the Neiman Marcus digital mirror that makes trying on and selecting clothes easier, the SalesForce conversational balance table, and much more.

His name is David Rose, and he’s an MIT lecturer, an author, and a serial entrepreneur who offers a unique perspective on the next platform of spatial computing—what he calls SuperSight. This is also the title of his latest book, SuperSight: What Augmented Reality Means for Our Lives, Our Work, and the Way We Imagine the Future.

Summary of some concepts discussed for product managers[2:13] What is the real-world metaverse?I’m trying to highlight the difference between virtual reality (VR) and augmented reality (AR). A lot of people, when they think of metaverses, think about roadblocks, Minecraft, multiplayer games, etc. Those are all virtual environments where you are sealed off and the real world is obscured from your vision.

By the real-world metaverse, I mean laying information over the existing architecture, city, and water of the places that we go in order to make those places easier to navigate or imagine how they might change in the future. I’m talking about taking all of the internet and spatially anchoring it in the real world.

[3:57] You have created several products related to this real-world metaverse. Tell us about how you get ideas for products.For me, good ideas for projects or innovation come from a confluence of three things: The first is user need or insights about people. I’ll give an example of an application to boating. I’m a boater, and I’m regularly disoriented out on the water. That’s the user need component.

The second thing is a technological maturity component. In the case of the boating application, it’s computer vision. Computer vision can now identify things in front of your boat.

The third thing is the viability of the business idea or a way to scale. For me, this usually comes from meeting a go-to-market partner who could help commercialize the technology.

[9:14] Can you tell us more about the boating product example?I was speaking about my new book at a healthcare conference. We had shown how we could see through the human body for surgery planning. A fisherman approached me afterward and said he wanted to be able to see through the water to avoid hazards and see where to fish. Underwater maps existed, but he wanted to be able to see without using his hands.

I wondered if we could spatially anchor the underwater maps in glasses so you could see the terrain underwater as if you’re in a glass-bottomed boat.

We started off using Unity, a 3D game engine. We got the maps from ArcGIS, which is a spatial company. We made a mockup using glasses called Nreal, which are now at Verizon stores.

We started prototyping the magic moment of seeing through the water. It was pretty compelling, but the more we used it, the more we realized that the glasses really weren’t the way to scale this and get it to market.

We talked to a company called Freedom Boat Club that has a boat membership model for new boaters who don’t have a boat or for people who are going to boat in a new place. We figured out that the best way to image the world around you was to put a camera on top of the boat. We used computer vision with a 360-degree camera system that sits on top of the boat. It uses computer vision to see everything that’s around you that might be a hazard, and then it mixes that with cartography, so that the screen that’s sitting next to you when you’re driving the boat shows you ideal paths, safe passage tracks so you won’t run aground, other vessels, or other objects in the water.

It took a lot of learning to do this project. Product innovators need to be dauntless in their ability to learn and quickly prototype.

We learned a lot from America’s Cup, which is work done by Stan Honey to use augmented reality to make sailing more accessible for normal people to watch and understand. He made the race look like a football field with little virtual flags to tell you have fast the boats are going.

The innovation lesson for product managers is use familiar metaphors. Make your big innovation look incremental. Stan Honey could have done a lot, but instead his incremental innovation was to make sailing look like football. As product managers, even though we may have big, bold ideas of how to remake something in a totally new way, it will probably get more adoption and understanding if you use a familiar metaphor, iconography, or naming.

[18:28] What changes in the real-world metaverse or trends in technology should product managers expect?The tools that are coming out that allow you to manipulate 3D models and reduce the weight of both making 3D models and putting 3D models into the world are a huge change. There are now asset stores like Turbo Squid, CG Trader and stock photo sites that sell 3D models. There are tools like Polycam that allow you to use the LiDAR on every iPhone to digitize a space. The ability to scan and image things is a total game changer.

For teams wanting to get into prototyping in AR quickly, I recommend Adobe Arrow, which is a no-coding environment, and Reality Composer.

Snapchat is probably the most successful AR product out there. Three hundred million people, ten or twelve times a day share pictures of themselves with face filters and face decorations. There’s rabid adoption of AR for the front-facing camera and for applying decorations or virtual layers to the real world. If you want to get into that, you could play with Snap Studio, which is a low code wiring-up environment.

A lot of people see those Snap decorations and think this is just a toy. However, when I worked at Warby Parker, AR was an opportunity to help people select which glasses would fit them and look good. With that confidence, people don’t need to try on the glasses in a store. If you have a virtual try-on that is really convincing, people will make purchase decisions from that.

Action Guide: Put the information David shared into action now. Click here to download the Action Guide. Useful links:* Learn more about SuperSight * Check out EnchantedObjects.com * Learn more about the Clear Water LookOut system for boaters * Watch a LookOut demonstration video

Innovation Quote“Prototype the magic moments first.” – David Rose

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How product mangers can improve collaboration in cross-functional teamsToday we are talking with Maziar Adl, the co-founder and CTO of Gocious, an organization that creates product roadmap management software. When I met Maziar and he told me about his company, I asked why does the world need another roadmapping company given the abundance of current options to product managers. His answer intrigued me because it identified a clear pain point that isn’t getting enough attention. Then when I heard his backstory in technology leadership roles at Xerox and Experian and the challenges he encountered with product roadmaps, I was eager to invite him to be a guest on this podcast. As the title of this episode conveys, our discussion will weave together topics for aligning customers’ needs and business strategy.

Summary of some concepts discussed for product managers[2:36] What problems have you ran into related to aligning business strategy and product work?In product management, I often saw silos coming from top to bottom. The executive team makes decisions and translates those decisions to different parts of the organization, but mission for everybody to walk toward got lost in translation. Bottom up, there were also issues. The engineering team works on progressing the product but doesn’t communicate information back up to product management or executive groups.

The role of product management is extremely in flux. It’s evolving so fast. There are courses in product management, but 15 years ago you couldn’t get a PhD in product management and come out knowing how everything works. Product managers bring many skills together to make it work. The role isn’t well defined, and processes and tools are evolving too.

When I was the director of engineering, I often saw that what I understood the product to be was different from how directions of other departments in the organization understood the product. There was a big gap in communication at the executive level. That’s when I realized there was a need for a tool that can bring cross-functional teams together.

[6:52] Did you find a gap in the roadmapping tools that were available before you started Gocious?There were two types of tools that were available. Many of the tools product managers use on a day-to-day basis are engineering-focused ticketing systems. They’re about cutting sprints and prioritizing user stories. An executive or someone in sales or finance cannot understand much from these tools about what product is coming out next month or next year. These tools don’t help product managers explain features to others.

There are other tools that do some of this work of explaining features for you, but they don’t show the portfolio of products. They aren’t organized in a way that somebody in sales can look at a product and see the history of innovation on that product or what else is coming into the market. These tools mostly show initiatives. You can see activities that are going on to improve areas of the product, and you can see how those initiatives are organized, but you can’t see how an entire product evolved over time. You don’t see the big picture.

I realized that if everyone at the company is on the same page about the company’s portfolio of products and can see the evolution of the products, it will make a huge difference in the way cross-functional teams come together to discuss the next stage of the products that have to come out the door.

[10:31] What was your experience at Experian?I was the CTO in a part of the organization called consumer services. We had a direct-to-consumer product. We had a lot of feedback from focus groups and call centers. We had meetings to discuss opportunities for new products. Later, we went through a major transformation and started focusing more on driving the business from a customer’s perspective. Product management became more central in receiving customer feedback and making sure it was properly translated and analyzed. Prior to that, it was a much slower process and not everything was analyzed. The product team wasn’t as central to everything we did. Engineering had a lot of power. Product helped prioritize, but engineering often built a product and expected us to try to sell it.

[14:27] What did you do to better align customer needs and business strategy?At Experian, when I was CTO, I worked with our chief product officer to reorganize my team of 150 engineers so we had proper product management coverage for engineering efforts. The CPO heled me align how product management and engineering coordinated with each other and the rest of the business. At the same time, our group started putting more rigor into product management. The CPO put together a product board, which met on a regular basis to review the major items coming in. Product managers from different parts of the product would review cases to open new markets and achieve our objectives, and engineers could weigh in. This was an opportunity to make sure activities are in line with the objective of the organization. At first it was clunky, but through practice we kept improving that process. When we saw things not working well, not only would we correct it, but it was an opportunity for executives to lend a hand to product management. These meetings grew the product team and gave them empowerment. They helped product managers and engineers communicate effectively.

Our original vision for Gocious was to help manufacturing in product planning and collaborating about the future innovation of products. I consider manufacturing to be two classes. There are certain companies that have found a niche and there’s not a lot of innovation happening in the company. For example, there’s not a lot of innovation in clothes hangers, but it’s very hard to get into the market, so nobody’s challenging those companies. The second class is complex products. Almost every complex manufacturing company is going through some major disruption. They really need to rethink the products in a lot of areas. Software technology is playing a more central role in hardware being manufactured, which means hardware teams have to change the way they design their products. For example, in the past you couldn’t change the operating system on a computer, but now you can. This is also happening more to other products from cars to jets to industrial machinery. That means software teams will play a more central role in product development.

There haven’t been major innovations in hardware manufacturing, but software development has created new processes like Lean and Agile. As software teams come in to manufacturing, they will change the way manufacturers think about the product development lifecycle. This is a great opportunity for product management to have a more central role to bring teams together and connect them with the bigger business.

Gocious would be a great option for these environments. Our focus is to enhance this area of larger software products or companies that are bringing more and more software into their hardware environments.

Action Guide: Put the information Maziar shared into action now. Click here to download the Action Guide. Useful links:* Learn more about Gocious * Connect with Maziar on LinkedIn

Innovation Quotes“I want to put a ding in the universe.” – Steve Jobs

“If you look at history, innovation doesn’t come just from giving people incentives; it comes from creating environments where their ideas can connect.” – Steven Johnson

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What a community can do for your product – for product managersToday we are talking about building a community for a brand or product. Which reminds me that this episode is sponsored by the Product Mastery Now Community—that’s right, we have a community for listeners of this podcast. Do you want to meet the podcast guests and ask them questions? We make that happen because community members are invited to the live recordings, which take place three months before they are published publicly. Want additional expert sessions? We make that happen too. Want to join a mastermind for peer-learning? That’s also part of the community. You can also search all the past episodes (over 400 at this point) to learn insights on any topic. Find out more and apply to be a member at ProductMasteryNow.com/Community.

So this episode is about communities. What can a community do for a brand or product? It can provide growth, help clarify messaging that resonates with your ideal customer, and provide co-creation opportunities. LEGO, Starbucks, Wyze Consumer Electronics, and many more companies have found customer communities essential to their growth.

To help us explore what is involved in creating a community, Bri Leever is with us. She is a community strategist who designs and implements communities for brands. She is also the person who helped me create the Product Mastery Now Community, and she shared many valuable insights with me in the process. You’ll find her at Ember Consulting, which she founded to help companies build meaningful communities. She and her colleagues also post dissections of public communities on Youtube at her Bri Leever channel.

Summary of some concepts discussed for product managers[3:49] Why should product people care about communities?I like to frame community work in a product-driven perspective—What’s a problem our customer has, and how can we create a product that can help solve that problem for them? The community-led approach asks, What’s a problem our customer has, and how can we foster a space where that customer can start to solve that problem with other people who are solving a similar problem? When you’re coming from a product perspective, once you’ve solved the problem you lose insight into how that problem continues to evolve for the customer. The community-led approach creates a space where that conversation about the problem is happening. You can stay extremely attuned to the problem you’re trying to solve, whether you have a product that helps solve that problem or just foster the community space.

Product and community work well together because a community gives you the landscape to test new ways to solve that problem and keeps you attuned to how the problem evolves for your target customer.

[6:51] What are some different kinds of communities?* Ambassador community—community members have sales incentives to sell products. * Customer support community * Product community—where you can get input from your top customers * Customer success community—focused on learning, especially for highly technical products that requires a course to enhance the customer experience

A healthy community is highly cross-functional and hits different objectives across different departments in your organization. Usually the best place to start is to pick one, get some traction, and go from there.

[8:55] What is an example of a public community that does many things well?The LEGO IDEAS community is a product community where members can propose a CAD design of a new LEGO set, people can vote on it, and it can be brought to production. There was on highly engaged member who had earned a special badge in the community, which they had put in their Instagram profile. When someone’s status in an internal community becomes so important to that they share it externally as an identifier, that’s when you know something really powerful is happening in the community.

Another example is the Spotify community. They have focused their community efforts more on their product, the Spotify app. One of my main critiques is they have not fostered micro-communities for their artists.

[14:26] What are some practical tips for making a community happen?To get started, regardless of where you’re at in the community-building journey, get on the phone with your top customers. You have to understand what your customers are looking for and what types of people they’re looking to connect with. Get on the phone with 30 or 100 people. You’ll have a community strategy born out of those conversations. A slightly more scalable approach is hosting a focus group with some of your top customers, which is something Chad and I did when launching the Product Mastery Now community. There was one member up at 2am in Eastern Europe for the focus group. It was crazy how committed these people were that they were willing to get up in the middle of the night to be part of co-creating the community.

Although it won’t work for every community, consider making your community a landscape where you are connecting experts to people who are trying to learn something. In a brand-led approach, the brand puts out content to teach people in the community. In a community-led approach, the community is a place where people collaborate and create content together. A great way to make your community a landscape like that is to make is a gathering place where experts and lay people are able to meet. One of the first mistakes I usually see in communities is the brand just produces content rather than creating a space where members can create content with each other. This doesn’t mean you don’t have to be involved in the community. There’s actually more work because you have to be more thoughtful about how you are prompting people to participate. It’s a lot easier to write an article than it is to influence people’s behaviors to create something themselves. Avoid thinking you have to have a ton of content to have a community.

We tend to equate chatter with conversation, but having lots of comments doesn’t necessarily mean there’s valuable conversation happening in your community. Not everything needs to be super serious in your community, but watch out for vanity metrics to inflate your ego more than metrics that matter for the community.

[23:13] What are your thoughts on looking for a technical platform to host a community?We’re not talking about a community of people commenting on social media posts. We’re talking about a dedicated space where you are fostering not just your relationship with your customer but also relationships between customers. That is so important and valuable it necessitates its own dedicated space. People think they can build communities on Facebook and Slack. To me, there are three pillars of community—events, conversation, and content. Slack provides only conversations. Facebook groups don’t foster a dedicated space for community. Analogously, it’s hard to foster community at a Starbucks inside a Target store than in a beautiful boutique coffee shop. You need a dedicated space that is safe and exclusive to your community.

Instead, use a community platform. I tend to build communities in creator community platforms. The Product Mastery Now community is an example of a creator community. For creator communities, there are three main platforms.

The oldest and most well-known is Mighty Networks. I do not recommend it because the user experience is incredibly difficult to navigate and it’s built on old technology.

Circle is where we built Chad’s Product Mastery Now community. They’re an asynchronous platform that started with a heavier emphasis on conversation, but they’ve built out a lot more functionality around events and content. They also have courses now.

Heartbeat is the newest one. They are more events-centric. If the events pillar in your community is the strongest, Heartbeat might be a better fit. They also have courses and conversations.

Circle and Heartbeat are fairly templated. You can change the format of the spaces, but they tend to be really easy to get up and running and cost-effective because they’re not completely customizable.

[29:49] What are the mistakes you’ve seen made in community design that we should avoid?Pay attention to habit formation and how you’re incentivizing people. This should follow three steps: prompt, action, reward. Think about all the actions a member could take that would be a win for the community—creating an introduction post, volunteering to lead an accountability group, or proposing a new idea to the community. Then work backwards to figure out what the prompt for the action is. Consider supporting resources, such as training. Then figure out what the reward will be. Nine times out of ten it is not a financial reward. My favorite type of reward is recognition, and it is the most powerful type of reward, even more than financial rewards. Influence habit formation through those three steps in order: prompt, action, reward.

Often, people designing communities make the mistake of reversing that order. In ambassador programs, influencers are sent the product and asked to post about it, Don’t hand out gree stuff hoping it will inspire people to take action. It’s not going to work. Provide the reward after the action.

Action Guide: Put the information Bri shared into action now. Click here to download the Action Guide. Useful links:* Watch Bri’s YouTube channel * Learn more about Ember Consulting and sign up for Bri’s newsletter

Innovation Quote“Vulnerability is the birthplace of innovation, creativity, and change.” – Brené Brown

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Learn from the 2022 winner of PDMA’s Outstanding Corporate Innovator award – for product managers
For the last 36 years, each year the Outstanding Corporate Innovator award is provided by PDMA to an organization that excels in innovation. At the time of this recording, the last winner was Hershey, and I was at their award ceremony. There were boxes of Hershey chocolate treats for everyone. It was a good ceremony :)

We are going to learn what has made Hershey an outstanding innovator, gaining insights that might help you and your organization. With us is Charlie Chappell, the VP of Innovation and R&D at Hershey, and Greg Coticchia, the CEO of Sopheon.

Summary of some concepts discussed for product managers[1:54] Charlie, why did Hershey decide to apply for the OCI award?We thought we were having some success as an innovative company, but it’s always good to get an external perspective. We decided to pursue the OCI award as a learning exercise and a moment of inspiration for the company. Applying proved to be a galvanizing effort because we had a lot of people in the company involved as we thought about our innovation process from end to end. It helped bring the team together. Winning provided great external validation and energized the team to ask, what more could we do now with innovation?

I recommend applying for the OCI award to colleagues working in other places, especially if you’re at a stage where you’re assessing your innovation operations now. Applying for the OCI award is a great way to document what you’re doing. It’s not for the faint of heart. There’s a lot you put into the application. You get a lot of feedback from PDMA. They do a site visit. It is a lot of work, but the benefit we’ve gotten out of it has been well worth the effort.

[4:01] Charlie, what are the innovation practices that makes Hershey an outstanding innovator?Everything for us starts with strategy—both innovation strategy and corporate and total enterprise strategy. In the application, we shared our enterprise strategy and specifically the significant role innovation plays in that. We highlighted how we translate that strategy into the projects we pursue. We had clear KPIs of what innovation had to deliver. We shared how we set up a process and tools to manage and govern projects so we’re hitting our goals. We demonstrated we were meeting and beating our goals.

We also emphasized how innovation isn’t just an R&D function or innovation group. We bring in the entire organization and involve everybody in innovation. Everyone plays a role, whether that’s our supply chain partners, sales partners, marketing partners, finance partners. Everybody contributes to what innovation is at the Hershey company.

[5:58] How do you communicate the organization strategy throughout the organization to help keep everyone on the same page?Communicating strategy starts at the highest level of the company. Our CEO and executive committee members make a very concerted effort to share the enterprise strategy with every employee in the company. By the time I go to my team, they’ve already heard the strategy from my bosses. I communicate what that means to us.

We make sure all our projects align to the strategy. We don’t want to pivot too much on our strategy, but we also need to evolve. Especially at the front end, we’re having discussions all the time, asking, “Does this project still fit with the strategy? Where does it fit in the priorities of everything we’re doing? If it’s not a high priority, what else could we do with those resources?” And then we pivot. At the same time, at the front end we need to see what’s coming next and make a pivot in strategy because of what we’re seeing happen in the marketplace.

[10:08] Is there a tool you use for aligning projects to your strategy?We don’t use tools so much, but we do use organizational structures around where we put priorities. Within the innovation team, if we have total enterprise priorities, we organize our teams by which teams are working on each priority. The plans keep getting more and more granular as you go down into the organization. We have a rigorous process of setting individual and team priorities and goals for the year. We do goal sharing meetings were we make sure our teams and partners are aligned. We find where the pinch points are and discuss what problems we have to solve collectively to be able to do everything we need to do.

We have a ten-year vision that sets big priorities. Then we do strategy planning for the next three to five years. Then we do annual planning. As the annual plan is finalized, everybody sets their individual goals based off that. Those are the goals our performance is measured against at the end of the next year.

[12:51] How do you make innovation’s everyone’s job?For us there’s two definitions of innovations. Product innovation is a new product that goes to market, is sold to consumers, and drives revenue growth. Second, in the entire company, innovation is about problem solving. No matter where you are in the organization, you could innovate. Right now, HR is having to innovate by figuring out how to keep the culture of the company while giving people the flexibility that remote working has enabled.

We’re a very collaborative culture, were at the end of the day everybody is trying to drive toward one goal, which is to make the company successful. There’s less turf wars. The culture makes it possible for people to accept others’ ideas.

[14:55] How do you equip people for innovation?It starts with hiring people who have a passion for innovation and a curiosity to learn and who want to create new things. We put systems, tolls, training, and space in place to teach people how to gain consumer insights, analyze a marketplace, and see around corners. We train people to take a great idea and commercialize it, get it through the organization, and go to market. On the product development side, we do a lot of technical training on confection.

[16:51] Greg, What does Sopheon do and how are you part of Hershey’s success?Sopheon is a world leader in innovation management. We provide software and services to help companies like Hershey. We help companies make the idea-to-commercialization process a reality. Sopheon helps companies make better decisions. If you can automate a process, get efficiencies out of the innovation process, assign resources appropriately, and make better bets, then you can unlock better business decisions around your innovation investment. That’s the value proposition of what Sopheon does.

For years, we did that with one product, Accolade, which is used at Hershey. Over the last two years, we’ve also been innovating here, and we’ve added several new products to focus our footprint serve our customers better, and service the market better.

[]19:08 What’s an example of how Hershey makes better decisions because of Accolade?Greg: Accolade started out by automating the gate process. Many people still use the gat or phase gate process. Everybody needs to go through a decision-making process to make innovation investments. You have to have a risk mitigation process and resource allocation. Accolade helps you track goals in alignment with strategy. You won’t be able to scale a company of the size and stature and portfolio of products like Hershey unless you have that alignment, and you won’t be able to do that with Excel spreadsheets. Many people try to do it with homegrown products or retrofitted project management tools, but they’re not purposely built for innovation. We’ve brought to Hershey a product that is built as a focus lens for a product innovation process.

Charlie: The biggest thing Sopheon has done for us is helping us manage complexity. It made us so much so much more efficient in the decision-making process because it captures all the data that are needed from various places within the organization and puts it all in one place. As we’re going through our product portfolio, there are hundreds of projects every year, and Accolade allows us to get through them efficiently. We can understand the trade-offs between them. We implemented this just as COVID was coming in, and it made the transition from doing this in-person to doing it completely virtual almost seamless because all the information and data were there.

Greg: Sopheon helps companies and leaders answer the questions, “What did we do? What resources did we apply? What capital did we apply? Are we getting the outcomes relative to our strategy for our innovation dollars?”

[23:50] Can you give an example of innovation at Hershey?Our biggest brand is the Reese’s brand. It’s the third biggest brand in all of snacking. It’s the perfect combination of chocolate and peanut butter, but there are so many different ways you can experience taht. One of our innovations has been making the Reese’s even more perfect by adding more things into it. We put in pretzels, potato chips, and Reese’s pieces. The latest innovation was a Reese’s cup with Resse’s puffs inside.

You can’t just dump the puff cereal in and it magically happens. We went through a whole innovation process to replicate the experience of eating Reese’s puffs cereal but putting it inside a Reese’s cup. We had to figure out which size cup to put it in, how to put it in, and how to maintain the cereal’s crunchiness. When we state the idea to any consumer, they want it, but going through the process to make it adds complication to manufacturing. Going through that is really rewarding.

Another innovation is the different sizes of Reese’s cups. We find some consumers love it more for the chocolate and some love it more for the peanut butter. The different sizes give you different ratios of chocolate and peanut butter. We even have a half-pound Reese’s cup. The Reese’s Thin is for people who love Reese’s but sometimes don’t want that much. The marketing campaign was, “They get to your mouth faster.” It was still about the enjoyment of the product while communicating a different way to enjoy it.

Action Guide: Put the information Charlie and Greg shared into action now. Click here to download the Action Guide.Useful links:* Find out more about Sopheon * Check out the Innovation Talks podcast * Check out Hershey’s website

Innovation Quote“I reserve the right to be smarter tomorrow.” – Charlie’s colleague

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Using product ops to standardize product management processesToday we are talking about product ops—what it is, if you need it, and how to get started.

Joining us is Steve Johnson, a returning guest. He is an author, speaker, and product coach. His market and technical savvy allowed his career to develop from Product Manager to Chief Marketing Officer.  Steve is the author of  Turn Ideas Into Products and co-creator of the popular Quartz Open framework.

Before co-founding Product Growth Leaders, his product management consulting company, he was a Pragmatic Marketing lead instructor for over 15 years. Now he empowers product teams with training and coaching that remove the chaos from product strategy and planning. 

Summary of some concepts discussed for product managers[2:57] What does product ops do?Product ops is product management for product management. It’s looking at the friction of doing product management and standardizing it so we’re all using the same artifacts, methodologies, and research. Product ops involves getting clarity on roles and responsibilities and standardizing methodologies and artifacts.

There are many methods for product ops, like BRICE, RICE, and Kano. I don’t care which one you are using, as long as everyone is using the same method.

Product ops should involve standardizing onboarding, access to data, and systems. It involves guiding and coordinating customer research. Product management’s primary job is to scale our product business, and product ops is about scaling product management.

I work with teams, and often I find it’s the first time they’ve ever gotten together to talk about how they do product management. If everybody is doing their own thing, you end up with an overwhelming number of things to keep track of, and everything the team produces or presents to the leadership team looks like it came from a different company.

[14:37] How does an organization know it needs product ops?You should start thinking about it when you have three product managers and have product ops in place when you have four product managers. That’s when you start seeing deviation among product managers’ work.

I strongly encourage product leaders to have monthly get-togethers on Zoom where product managers present a topic and the product team discusses how they do product management in the organization. Have the “how do we do things here?” conversations frequently.

[20:26] How can organizations start putting in place a product ops capability?If you have three or four product managers, a product ops role would be part-time. If you have seven-ten, you want to hire somebody full-time. Follow a product project from idea to market and map the best process for the company. I recommend the Quartz Open Framework, which involves six steps from idea to market. For each step, you figure out the artifacts and ceremonies, and the framework provides you a structure for getting from idea to launch. Learning occurs at every step, not just the beginning and the end.

One challenge a lot of product ops projects run into is trying to make a company-wide holistic process. Limit it to what the product manager is doing and whom they’re doing it with. It’s key to recognize products are built by teams, not by individuals. We need to be really clear on what artifacts I’m going to create, how I’m going to hand them to you, and how we’re going to collaborate. I don’t like the phrase handoff, which implies I throw it over the wall. Instead, think of a baton handoff in a relay race—a carefully practiced interaction involving explicit communication. Take the idea all the way from idea to market and figure out where you coordinate with UX, development, marketing, and sales and how to have that communication. Write it down. Now you have a playbook and an onboarding guide.

[26:42] How can senior leadership be involved in product ops?I have found that if somebody on the leadership team is not supporting your project it will ultimately fail. That said, I don’t think most executives have any concept of the scope of roles and responsibilities, and I certainly don’t want the VP of sales telling me what product management ought to be doing. Having a product management-savvy senior leader involved is critical, but let’s apply product management to creating product ops. Interview stakeholders and see where their friction is. Interview the VPs of sales, marketing, etc., and ask, “What can we do to better serve you in our roles as product managers?”

Action Guide: Put the information Steve shared into action now. Click here to download the Action Guide. Useful links: Visit ProductGrowthLeaders.com * Connect with Steve on LinkedIn * Check out Turn Ideas into Products* * Learn more about the Quartz Open Framework and get free, ready-to-use templates

Innovation Quotes“Our opinions, while interesting, are irrelevant.” – Steve Johnson

“Nothing seems hard to the people who don’t have to do it.” – Steve Johnson

“When I decide just exactly who the song is going to help out, I can really scribble ‘er down in a hurry.” – Woody Guthrie

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The ABCD framework for dealing with tensions in product management and innovationAs product innovators, we encounter many tensions. To name just a few of these, perhaps meeting this quarter’s objective or creating the breakthrough of the future, perhaps the team building we want to do having more personal flexibility, or what about process improvement or just getting the job done that is in front of us right now. Research has found that such tensions reflect underlying paradoxes, and they might actually be something that can help us in the end. How can we be more effective dealing with these tensions or even using them to our benefit?

Our guest, who has been researching this for over 20 years, is Dr. Marianne Lewis. She is the dean and professor of management of the Lindner College of Business, University of Cincinnati. She is a thought leader in organizational paradoxes and among the world’s top 1% most cited researchers in her field.

Summary of some concepts discussed for product managers[4:59] What is “both/and” thinking?“Either/or” thinking tends to be our default. We experience tension or a dilemma, weigh the pros and cons, make a decision, and move on. That’s the default because it makes us feel like we have control, clarity, and consistency in our decision-making. “Either/or” thinking is a potentially detrimental approach because it’s limited to a binary, not considering other possibilities. Often in innovation, I see the false dilemma, “Are we focused on today’s products or are we focused on bold, new innovation?” If we only do one or the other, we soon hit a real challenge, because those two behaviors feed each other.

“Both/and” thinking is about seeing tensions as opportunities for learning, creativity, and growth rather than paralyzing moments when you must make a call. Instead of thinking about tradeoffs, think about a paradox. I picture the yin yang. One side is the bread-and-butter current products, and one side is the bold, new innovations. The current products fund radical R&D, and new innovations become our core products. See current and new products as two parts of a bigger hole and as a persistent tension.

[9:33] How have you seen organizations deal with the tension between tactical work and strategic work?We studied product design firms in Silicon Valley, which were incredibly financially successful. You might assume all their work is radical product development, but they pay their bills by doing version 2.0 of a phone or a mouse. We found the tension between three different levels—strategy, team, and individual. At the strategy level, these firms were really good at thinking about their project portfolio and making sure they always had a mix of incremental projects that pay the bills and projects that were potential award-winning showcase projects. They didn’t need many showcase projects, and when they didn’t have enough they would start their own. At the individual designer level, they would rotate designers among different projects. If they kept designers on incremental projects, the designers would feel they weren’t actually doing design, but if they kept designers on only the showcase projects, the designers would think about it 24/7 and get burned out. After some time on a showcase project, a designer needed to be on an incremental project to hone their skills and rebuild their confidence. These firms fostered the identity of practical artist in their designers. They helped people feel good about both types of projects.

As another example, the chief digital officer of Fifth Third Bank told me, “If I’m not careful, urgency will always, always, always push out creativity and innovation.” I asked her what she does about that, and she said she needs people hitting the targets, and at the same time she needs to compartmentalize. Some companies compartmentalize using micro-sabbaticals—taking a day or two in a month for a new project—while others do job rotation.

Resolving the paradox between tactical and strategic work means carving out time or creating different spaces. That could mean different teams, or it could mean an innovation center that’s physically a different building. The point is to make it intentional. If not, the urgency will push out the bold.

[15:46] How do we put “both/and” thinking into practice?We think about is as a system of tools. We use the ABCD framework:

Assumptions
Boundaries
Comfort
Dynamics

[16:18] AssumptionsHow do we change the question we’re asking? A psychology expert at Stanford said, “The problem is not the problem. The problem is the way we think about the problem.” As soon as we frame our problem as a question, we have constraints. When you say, “Do I focus on my current products or do I focus on what’s big and new?” you’ve dichotomized it rather than asking, “How could we accommodate the new and the old?” There are lots of ways you could ask that questions. Your assumptions are going to limit the way you think. You must question your assumptions and reframe your question.

[18:52] BoundariesSeparating and connecting means recognizing that the cons of one approach are the pros of another and vice versa. Respect both sides of opposing options. Find ways to connect them. For example, LEGO almost went into bankruptcy because they had gone on an innovation, product-development binge. They had lost all of their cost controls and quality controls. They realized they had to put some guardrails up while keeping their bold, innovative approach. They built some guardrails and decided to innovate within boundaries. By doing that, they became more creative. They decided to use fewer specialty bricks, and designers become more innovative under constraints.

[20:58] ComfortThis is about emotions and finding comfort in the discomfort. People don’t typically like that feeling of tension. How do you sit with discomfort and work through it. Paul Polman, when he was turning around Unilever, said, “When you bring me a problem and you tell me, ‘Here’s our solution,’ I’m going to tell you, ‘Go bring me back another and make sure it’s almost the opposite.'” He said that tensions provide creative friction, and he wanted as much creative friction on the table as possible. By doing that, he was trying to build comfort into Unilever, helping people be comfortable with the feeling of tension, because it’s necessary to have good, creative, cost-efficient, scalable, and recognized products.

[24:05] DynamicsOrganizations and leaders who are really good at managing tensions see this as a journey. They know they’re going to keep adjusting the boundaries with the understanding that they are going to keep experimenting. The opportunity that comes out of tensions is learning. We have to recognize we’re walking a tightrope. A tightrope walker has a clear view of where they’re going, but they’re making these micro-shifts all along the way. You should move forward but also make micro-shifts because some days you have to have your quarterly earnings reported, and some days you’re going to aim for the stars and make a big splash because you have the opportunity, but the guardrails help you no lean so far you fall off the tightrope. Which foot you lean on is going to depend quite a bit on the situations you’re currently facing.

[27:24] Can you provide an example of using the ABCD framework?When Paul Polman took over Unilever (personal product company), the company was failing. He posed a question most of the leaders wouldn’t have put as the primary question. He decided the question was, “How can we increase our profitability through social responsibility?” He felt one of the key challenges in the fast-moving consumer product group was sustainability and environmental impact. While some people felt there was a tensions between social responsibility and fiscal responsibility, Polman changed this view. For each innovation question, he wanted his team to list, on one side of a sheet of paper, how they would grow market share, increase revenue, and decrease costs. On the other side of the sheet, they should list how they would reduce water, pollution, transportation costs, and packaging and involve the local community. He was separating by building two sides of a ledger and connecting those sides around something he called the Unilever Sustainable Living Plan. The mission was to make a more sustainable world starting with people’s lives. They touched 2 billion consumers a day, and their goal was in 10 years to double their profits and halve their environmental footprint. People thought Polman was crazy, but he achieved his goal in 10 years and set a model for multi-national corporations.

Action Guide: Put the information Marianne shared into action now. Click here to download the Action Guide. Useful links: Check out Both/And Thinking* * Learn more about Marianne and “both/and” thinking on her website

Innovation Quote“The problem is not the problem. The problem is the way we think about the problem.”

Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems

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How organizations can empower product managersToday we are talking about what a product-led organization is, barriers that can prevent an organization from being product-led, and actions to create the product-led organization.

Our guest is Paul Ortchanian, a problem-solver by nature and founder of Bain Public. He has a great deal of experience that has helped him be well-rounded in product management. Paul acquired the breadth of experience through his leadership roles at San Francisco Bay Area startups and high-growth companies. He helps rapidly scaling early-stage startups craft their Product Strategy and everything related to it. He also helps middle market and scrappy companies generate new product strategies for significant, sustainable growth.

Summary of some concepts discussed for product managers[2:35] What does it mean to be a product-led organization?When I was interviewing product managers, I realized most of them had spent only a year or a year an half at each of several organizations. I eventually got fired as a product manager. I wondered why product managers last such a short time at each organization.

If the leadership team doesn’t have a good understanding of how to engage with a product manager and what to expect from them, then any reason is enough reason to move on and find someone else. The second you have friction with the IT team or the engineering team, you’re going to be in trouble.

Product managers often end up in organizations where they’re not being empowered. The leadership team is not giving them the guidance, process, tools, and support needed to do product management the way we all want to do it. Often, product managers move from one company to the other seeking the elusive product-led organization. The product-led organization comes from the leadership team creating space for product managers to do their jobs right.

[4:32] Does empowering product managers require an organization to be structured around product?Not really. It comes down to making sure there is a product leadership team. Usually that’s the same as the regular leadership team. Product managers have to pitch initiatives to the leadership team, which makes decision on what to put their money toward.

I noticed when I left San Francisco and went to cities like New York City, Montreal, and London, that these cities don’t have the heritage of product management. Leadership teams have often worked in service organizations or organizations that don’t have digital products, so they don’t know how to engage with a product manager. It’s not uncommon to realize your chief sales officer doesn’t understand that everything has to go through the product manager for prioritization, and they’ll just go straight to the CEO or engineers.

As a product manager, you’ll feel like you have to create order within all of this. You might feel stuck managing your product while also trying to train the leadership team to understand how to work with you and adopt processes and correct behaviors. The job of a product manager is hard enough without having to establish a process. If you try to put in a process, often you get fired for not doing your job.

A lot of product managers either accept they’re in the wrong type of organization that isn’t product-led or they decide to leave. As a product manager, you want to be in an organization where the leadership team is empowering product managers.

[9:21] What have you seen are some of the issues that make it difficult to create a product-led organization?Often there’s a lack of awareness of product management. Often different teams don’t have a collective understanding of how to work with a product team. Road mapping is a collaborative effort, but the product, sales, and marketing teams might all be working in different ways. Awareness at the leadership level needs to be there for teams to understand they’re not working with product managers in the most efficient way and they need to fix that.

Often product managers think they’re doing a great job creating value for the customer, but the business might not be getting as much value. For example, the marketing team might not support the features that the product team has just delivered through the engineers. You need to make sure there is buy-in from all stakeholders.

I find that companies need a third party to come in and ask, “How do you hire and fire your product managers?” I want to hear it from marketing, sales, the CEO, and the CFO. Everyone needs to agree with how they’re going to engage with product managers and teams. You need to make sure there is a process and tools in place that people agree on. As a product manager, you’re the glue of the organization that is supposed to tie all these different groups together, but you can’t force them to engage and work with you if they don’t think it’s part of their job definition to engage with you. That agreement needs to come from the top down.

[12:59] Where have you seen product teams getting pushed out of cross-functional collaboration?Often the sales team does not want the product team to be part of customer meetings. The sales team has a lot of anecdotes from customers, but if the product team is not allowed to have a conversation with those customers, how are they going to learn? I’ve seen situations when the sales team thinks they’re running a service organization. They don’t say no. They say yes to everything the customer asks. Soon the product is just an extension of a service offering where anything the customer wants the customer gets, and value isn’t being created.

We worked with one company in the AI space. They had a team working on AI algorithms, and the sales team would send any situation a customer encountered to the team, which would come up with an algorithm. It ended up being a very service-oriented business.

In this situation, I recommend the sales team start offering discounts. They can say, “I’m sorry, but this feature currently isn’t in our product, but it is on our roadmap. It’s going to be ready in a year. If you really want to work with us, we’re willing to give you a 30% discount on the product. You can use the product without the feature, and within a year it will be there. If you don’t want to wait that long, we have a professional services team that could custom-build the feature, but if we do that you will not benefit from the support-and-upgrade gravy train. If we build this feature for you, it will cost 10 times the price. We’re willing to give you engineering credits for $300,000, but the total cost is $ 1 million.”

Tell the sales team they can sell the product as-is with a rebate or they can sell professional services and give some credits away but for 10 times the price. They’ll realize there’s no such thing as saying yes. There are only options to offer. If the client is crazy enough to pay 10 times the price, that’s good for the company as well.

This method also allows the product team to see the motivations of the customer. They might say a feature is a must-have, but when the sales team throws in a discount, it becomes a wishlist item.

[19:55] What steps can a Product Leader (VP or CPO) take to help create a product-led organization?I ask the product team to go to leadership and ask them for the deck that they’re been preparing quarterly for the board. Any VC-backed startup has a deck they need to show on a quarterly basis to the board members. That’s the high-level strategy for the company. That’s everything product managers need to know in order to say yes or no to whatever the sales or marketing team forces on them. It’s a forecast of the strategy.

We do a six-six-six exercise, where we ask leaders what features they’re going to build in the next six weeks, six months, and six years. You can’t express the features you’re going to build in six years as features, but you can express strategy, tactics, and metrics. These are the kinds of things in that deck.

If the leadership team is closed to the idea of the product team seeing that deck, I would say get away and go somewhere else. That’s not the type of environment that will allow the product team to thrive. If they are willing to share it, that’s the first step toward an understanding. Because those decks are created on a quarterly basis, you can go back to the leadership team and ask for the latest version of the deck to see what has changed. You can also use that deck to communicate strategy to sales and marketing teams.

Action Guide: Put the information Paul shared into action now. Click here to download the Action Guide.Useful links: Learn more about Bain Public * Read the article “How to Align Stakeholders from Different Departments on a Product Roadmap. Speaking with Paul Ortchanian, CEO, Bain Public” * Get the free ebook Essential Ingredients to Reach Your Product Goals* * Connect with Paul on LinkedIn

Innovation Quote“Work should be organized, things should be managed, but people can only be encouraged, inspired, and led.” – Paul Ortchanian

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The steps in ranking and valuing Jobs-to-be-Done—for product managersWe have talked a few times about Jobs-to-be-Done in past episodes. It is a customer discovery tool for uncovering the unmet needs of customers—the tasks they want to complete or objectives they want to achieve. When using this approach, we may find the customer has multiple Jobs-to-be-Done and each job has a variety of attributes. We then need to know what is most important to tackle first. Our guest has an approach for ranking and valuing jobs to be done.

His name is Doug Stone. He is an expert at leading human-centric innovation and product design projects. His work has informed over $1 billion in revenue growth for Fortune 100 companies. He has a Masters of Product Design and Development from Northwestern University and teaches Innovation Strategy internationally.

Summary of some concepts discussed for product managers[6:03] Can you give an example illustrating why ranking and valuing Jobs-to-be-Done is important?We did a project for a large quick-service restaurant about breakfast and came back with 20-25 unmet needs a quick-service breakfast can satisfy. After testing them and understanding which brands a consumer would want to satisfy each job, we found the second most important job to be done in quick-service breakfast was owned by a competitor, and it had to do with feeling strong, competent, and capable. My client’s brand attributes were more around wholesomeness, fun, and casualness. It was important to have those additional criteria around the Jobs-to-be-Done. We recommended the first five most important Jobs-to-be-Done, and as a grouping they aligned with their brand accurately. They developed communications and promotional ideas and reversed a three-year decline in their books. The grouping of Jobs-to-be-Done from the marketplace is really influenced by the brand the company has and what’s most important to consumers.

As another example, we were working with health insurance companies. We collected Jobs-to-be-Done that people wanted in healthcare. That collection process grabbed jobs that health insurance companies are responsible for and jobs healthcare providers are responsible for. We had to pull those jobs apart. We asked consumers, “Which brand do you want to solve this?” One of our health insurance clients had a very different brand characteristic from most health insurance companies. We asked, “Do you want a health insurance company to solve this?” For certain jobs, consumers said no. Then we asked, “Do you want this specific health insurance brand to solve it?” and consumers said yes. That gave us a good understanding of what to bring into ideation and how to show a deep partnership between the health insurance company and the healthcare provider that was very believable for the client.

[10:32] Take us through your Jobs-to-be-Done ranking and valuing approach.When you do qualitative interviews to get the Jobs-to-be-Done, use a cognitive framework to organize the discussion guide. For example, a financial services company told us their consumers wanted control. Control is too high level of an unmet need for a Job-to-be-Done. When you look at control theory from a cognitive perspective, it has three components: a point a reference, sensitivity to that point of reference, and real and imagined levers that people pull to get closer to or further from that point of reference. We used that cognitive model in the discussion guide.

Once you have a transcript, pull out pieces of the transcript that have to do with people’s actions, the reasons they’re doing things, and the tensions they feel.

Go through a diverge-converge process. We’ve been able to use artificial intelligence to do much of this, but currently we do this as a workshop with clients. Arrange the actions, reasons, and tensions into “because…but” statements. For example, “I eat fast food because it’s convenient, but I worry it’s bad for my health,” or “I eat fast food because it’s affordable, but I worry about its impact on the food chain.” Those are very different “because…but” statements with different reasons and tensions.

Once you’ve collected those statements, categorize them into emotionally-based categories and refine them down to ones your business can actually do something about.

Next create a linguistic prototype, which is very formatted, and I have a checker that allows you to make sure you have formatted it properly.

Find the jobs that are most important that your company can do the most to solve.

Then quantitatively test them. We use a Likert scale. Ask whether consumers agree with the full statement and whether they agree with the action, reason, and tension separately. Then flip the tension into a positive statement: “Do you want this benefit delivered by this brand or industry?” Finally, ask, “Is this tension becoming more or less important to you?”

Use a weighted scale and add up the responses into a power score. Now you can easily identify which jobs are most important.

Aggregate jobs together. It’s helpful to test how different segments rank jobs. You’ll need to meet a couple of Jobs-to-be-Done that are important to everyone and a couple of jobs that are important to the segments really key to your growth. This allows you to create very good market fit.

When you test your concepts, you should refer back to these jobs and ask, “Does the way we solved it satisfy that tension, that Job-to-be-Done for your customer?”

[18:19] Whom do you interview?Often we interview users and influencers. We did a project for an academic testing company who believed the student was their customer. When we did our preliminary interview, we realized the parent had a huge influence on the student and their education, so we recommended they segment both the parents and students. We found out there was a student-parent type combination that was ideal for the business. We interviewed students and parents and found the company could influence certain parent types and students types into being a better type for the company. It’s important to talk to a group of consumers that are valuable to the growth of your company, not just talk to everyone. However, do test with everybody.

When you talk to key users and test the Jobs-to-be-Done across a broad consumer base, you can see the rankings shift. For example, we did a project with a veterinary pet insurance company. This was in the heyday of the media’s talking about “fur babies.” Consumers are getting married later, having children later, and treating animals like people. The veterinary pet insurance company was convinced the market for their product was growing exponentially and they needed to have benefits that were much more similar to human health insurance, because that’s what they would hear from adamant users.

When we talked to those users, we heard they would do anything for their “fur babies.” When we tested those Jobs-to-be-Done across the general population, there was no value in them. We went back to the drawing board and interviewed other people. We found their Jobs-to-be-Done were around not being emotionally drawn into spending their life savings on a procedure for an animal that will only live 12 years anyway.

The organization’s business model changed to developing a more information-based vet benchmarking, cost-based product they sold to companies as a worker benefit.

[25:07] How are you using AI to enable a faster process?At a workshop, we have 400-500 cards each with two or three sentences a consumer actually said. Participants read through them all then sit down and yell out categories they’ve seen. We get about 10 categories. Then we get up, take the cards off the wall, and bucket them into categories. This is a great empathy exercise for clients, but it’s not worth the time.

AI is able to extract the statements and categorize them. We’ve used transformation engines to pull out the actions, reasons, and tensions. Then, humans make the “because…but” statements, since we’re not quite there yet with AI.

Action Guide: Put the information Doug shared into action now. Click here to download the Action Guide. Useful links: Visit DriveStrategy.com * Connect with Doug on LinkedIn * Check out Bob Moesta’s The Jobs-to-be-Done Handbook*

Innovation Quote“You can’t just give someone a creativity injection. You need to create an environment of curiosity and a way in which to bring out their best.” – Sir Ken Robinson

The Jobs-to-be-Done Handbook: Practical techniques for improving your application of Jobs-to-be-Done

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How product and marketing teams can work togetherToday we are talking about the interdependence of product and marketing and how marketing trends have changed. To help us, Ali Plonchak is with us. Ali is the COO of Crossmedia. Since 2006 at Crossmedia, she has helped clients navigate the changing marketing landscape. As the company’s first female partner, she proudly leads the agency to deliver on its mission of trust, reason, and happiness every day. Her responsibilities include building and evolving Crossmedia’s services in ways that reflect their commitment to do the right things for their people and their clients. 

Summary of some concepts discussed for product managers[5:53] What is the definition or purpose of marketing?Marketing, when done well, delivers on a need a consumer didn’t realize they had. It’s about using data to uncover insights and the best place, time, and way to speak to a consumer on behalf of a brand. Then deliver that in an effective way and measure the success of that against brand goals.

[7:14] What trends or big shifts have you seen in marketing?Access to data and how we use it has changed. Data, digital media, and advanced analytics to measure effectiveness have skyrocketed. Everything from smartphones to social media has allowed there to be more data out there. It created a lot more complexity in the supply and demand of digital advertising inventory and pricing mechanisms. Now, you can track advertising exposure all the way through to the brand’s ultimate success measure. Now, success in marketing is not only about the brand, values, and whom you want to reach, but also about having technical acumen.

Another trend is data enrichment. You can pay a data service to get data on your customers. A few years ago, there was suddenly all this data on people, but there started to be questions about how the data is being sourced, how recent it is, and what its quality is. There’s been a big shift in the past couple of years for organizations to maintain a centralized source of data and know with more clarity how that data was procured and how it applies to audiences. This year, there’s a ton of new legislation that will continually impact the type of data that consumers willingly give to a website. That’s sparking a lot of interesting innovation in the way we target advertising and measure effectiveness.

Another shift is around using media responsibly. Consumers are starting to recognize the societal impact media can have on consumers—positive or negative. How can we think about using media for good? That’s a conversation we’re frequently having with our clients. How can we use media to deliver positive actions? How can we stay away from some of the places and spaces that might be impacting people in a more negative context?

[13:42] Have you seen any shifts from outbound (getting information to people, e.g., billboard, advertisement) to inbound (people coming to you, e.g., on social media) marketing?Absolutely, and that’s related to having so much more data out there. Most consumers expect if they engage with your brand, you will provide them something of value. It could be functional—if they sign up for your email list, you provide 20% off their first purchase. Or it could be something cool—you provide a branded filter they can apply on a social media platform.

Most of these interactions allow marketers to find consumers who are “hand raisers” for their brands. They can then look for more people who raise their hands like that, finding the attributes that are common to hand raisers and using those to fuel everything from advertising to product development.

[15:14] How is changing legislation impacting marketing?This legislation impacts the way we target advertising and the way we measure effectiveness. Marketers now can’t use some of the data they’ve gotten accustomed to using. This is creating a renaissance of tactics that were widely used before the rise of so much data. For example, one strategy is to target consumers in the right context. If they’re in a grocery store, it makes sense to be advertising food content.

[17:02] Can you give an example of newer measurements?Early digital advertising was all about click-through rate and cost per click. Then everybody realized there can be a lot of fraud in the advertising landscape, and it was hard to define the meaning of some measurements. The industry has become more sophisticated around measuring the ultimate business success, answering, “Did an advertisement drive an ultimate business transaction for a brand?” A good portion of those technologies relied on cookies, which are going away. Now we’re seeing the rise of first-party data. Collecting phone numbers or having loyalty cards allows marketing to be tracked back to the purchases.

[21:53] How are marketing and product innovation interrelated?Advertising, social media, and communications can provide insights for new products. For example, Stranger Things is doing an integration with the clothing company Gap and pulling those products into advertising. IKEA realized people love their meatballs, so they marketed IKEA with the creation of a meatball-scented candle. The line between product and advertising is blurring, and what used to be a linear flow from product to advertising is becoming a two-way connection.

[24:19] What problems have you seen with siloed organizations and a lack of communication between product and marketing?One thing that keeps me up at night is figuring out how to continue to deliver scale but also really maintain the integration between product and marketing. Countless times we’ve been ready to launch a campaign and ask the client, “When somebody clicks on this ad, where do you want them to go?” and somebody on the other end says, “I’m not really sure. We’ll have to get back to you on that.” The end goal is to make the experience seamless for the consumer. When they see something really great in advertising and don’t actually land somewhere to take the next action, that experience falls completely flat.

We’ve also had retail clients whose advertising is great and drives traffic into the stores, but when the customers get there the store doesn’t have the product they are looking for. This has especially been a challenge as retailers have encountered supply chain issues, but these problems have driven some integration between marketing and retail.

Action Guide: Put the information Ali shared into action now. Click here to download the Action Guide. Useful link:* Connect with Ali on LinkedIn

Innovation Quotes“And it’s much bigger issues in the world I know, but I first had to take care of the world I know.” – Jay-Z

“If nothing changes, nothing changes.” – Ali’s spin instructor

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Lessons for product managers from PDMA’s Outstanding Corporate Innovators Award Every year the Product Management and Development Association (PDMA) recognizes an organization with the Outstanding Corporate Innovators Award (OCI). Hershey, the chocolate maker, was the last winner, in 2022.

The winners of the award can teach us valuable lessons about innovation. To help us learn some of those lessons, Sally Kay is with us. She has served on PDMA’s OCI Committee for several years. Sally spent 36 years with The Dow Chemical Company and GlaxoSmithKline Consumer Healthcare. After working in R&D, Finance, Sales, and Marketing she focused her career on various areas of innovation and new product development. Since retiring, Sally has started her own consulting business, Strategic Product Development, which focuses on the front end of the innovation process.

Summary of some concepts discussed for product managers[3:04] Why was the OCI award created?OCI was created as a learning vehicle for PDMA. When a company achieves a sustained and quantifiable innovation success, PDMA will give them an award if the company will present their lessons learned at the annual conference. The OCI committee uses a rigorous process to evaluate candidates, focusing on identifying unique practices that will provide valuable learning opportunities for others trying to improve their innovation practices. We look under the hood of these companies to learn how they are sustaining innovation success.

[5:05] What is required to compete for the OCI award?There are three primary criteria:

Sustained success launching significant new products or services
Significant quantifiable business results delivered by those new products or services
Consistent use of disciplined product development practices that the company is willing to share with others

We provide detailed feedback to companies that don’t win the award. Many companies find this valuable, and some later win the award after adapting their practices to reflect what they learned from us.

[9:40] What are key innovation practices that winners have in common?The award started in 1988, and in 2004 the OCI committee was asked to write a chapter for the PDMA Handbook of New Product Development about the OCI award. We found consistency in the winners’ practices that others competing did not have. Even though these companies were diverse in industry, size, and geography, their practices were consistent. How they executed those practices depended on their industry and culture. We conducted two more retrospective analyses covering 2004-2013 and 2014-2021. We saw an evolution of the practices that separated the winners, but we still saw that consistency of practices across the winners. We learned that achieving innovation success has not gotten easier over the 35 years of the OCI award.

From 1988-2004, winners were early adopters of Stage-Gate, cross-functional teams, and voice-of-the-customer. Today, the practices that differentiate OCI winners are much more complex and involve:

innovation strategy that defines where the company is going to play and how they are going to win
intense focus on the front end of the innovation process
portfolio optimization
external collaboration and open innovation
culture that supports bold thinking, risk-taking, and failure
Lean and Agile practices
metrics to measure effectiveness of the innovation process
strong corporate commitment to innovation

[18:07] Do you have any favorite innovation practices you’d like to talk more about?Innovation strategy is critical. The company Corning was once very dependent on the telecom industry. In the early 2000’s, that industry started to decline, and Corning almost shut its doors. Instead, their management decided to totally change their approach to innovation and make sure they were never dependent on just one industry again. One of their key tactics was to develop an innovation strategy. They call it their innovation recipe. It clearly defines the key elements of achieving successful innovation. One of those elements is solving a significant customer problem. When I visited Corning, it didn’t matter whether we were visiting engineering, marketing, or sales—everybody could quote the innovation strategy. They all knew that was critical to their success.

Intense front-end focus is also important. We look for companies that are really digging deep at the front end of the innovation process and getting as many inputs as they can to make a decision on where they’re going to innovate. The company Church & Dwight showed us a funnel where they determine their “drill sites”—where to focus their innovation efforts. The funnel has 25 different inputs to determine where the big opportunities are. That’s intense front-end focus, and it tends to be skipped sometimes.

[21:48] How do winners resource front-end innovation?Corning has a discovery process called Magellan. It starts with workshops, and they bring in people from all kinds of industries—energy, economy, etc.—who share what trends are going on now. Marketing and technical people sit in on those workshops, which happen every two years or so. The technical and marketing teams come up with insights from those meetings that might be new opportunities for the company. They have a process for putting a business case together, evaluating it, and moving forward.

Another example is Novazymes, a biotech company, which created their own crowdsourcing platform for their employees. When an employee put out an idea, other people could jump in on the internet and contribute ideas. They had tremendous success. It was voluntary, but people really wanted to participate.

Some companies also collaborate with external sources to solve problems.

[26:33] How do winners manage portfolio optimization?Companies are becoming more disciplined in portfolio optimization. They don’t have enough resources for all the projects and really have to prioritize. Winners come up with tools to evaluate projects based on critical criteria. They bring in diverse perspectives from manufacturing, sales, and marketing, and consider those perspectives against established criteria like time to market or significance of the problem being solved.

Winners talk about the need to balance between incremental, adjacent, and disruptive projects. Incremental projects take the fewest resources and least time, but the disruptive projects lead transformation in the industry. You can’t neglect disruptive projects.

When the company BD won, we were impressed that they had been in the same business for years then suddenly realized they should be looking at new opportunities. They started going outside their core business. First they put together a strategy for going outside the core and determined how to resource those projects.

It’s important to talk to the customer. A gentleman from 3M told us the customer has become the force majeure more today than ever before. Customer dynamics have been changing rapidly, so it’s critical that you talk to your customer constantly.

Action Guide: Put the information Sally shared into action now. Click here to download the Action Guide.

Useful links: Watch the PDMA Webcast: Lessons Learned from Outstanding Corporate Innovators * Learn more about the OCI Award * Listen to the 2021 and 2010 Lessons Learned from OCI * Check out The PDMA Handbook of New Product Development* 2nd or 3rd edition * PDMA Handbook, 3rd ed: https://www.amazon.com/PDMA-Handbook-New-Product-Development/dp/0470648201 * PDMA Handbook, 2nd ed: https://www.amazon.com/PDMA-Handbook-Product-Development-Second/dp/B003RCNWK8 * Connect with Sally Kay on LinkedIn

Innovation Quote“Our company moved from an NIH (Not Invented Here) philosophy to a PFE (Proudly Found Elsewhere) philosophy for innovation.” – from a DSM Executive describing their commitment to open innovation

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How product managers can give their products momentum to get across the finish lineIdentifying the strategies that accelerate innovation starts with the question: “What do the world’s best innovation teams do differently?” To find the answer, we are talking with Matt Phillips, who interviewed over 100 new product innovation leaders, identifying six key strategies they use to cut through bureaucracy, find winning ideas sooner, and improve their success rate at launch.

Matt is the founder of Phillips & Co., a Chicago-based innovation strategy firm. The company’s team of researchers, strategists, and inventors helps organizations reimagine their future and invent new products, services, and brands. Matt has an interesting educational background, with an MBA in Marketing from The Kellogg School of Management. He also graduated from the Conservatory Program in Improvisation at The Second City in Chicago.

Summary of some concepts discussed for product managers[4:08] After interviewing 100 product and innovation leaders, you identified six key strategies that improve innovation. Can you take us through those?As a consultant, I’ve seen that the biggest challenge has been projects that grind to a halt or fade away. If you could speed things up, that momentum would get more projects to the finish line.

The six strategies:

[4:46] Question the question.A company called A. Y. McDonald, which makes plumbing parts for city waterworks, wanted us to help them invent new products. At the kickoff, we asked what their last breakthrough product was. They told us about a valve that came out in the late sixties. If you run a public water system, the last thing you want is a newfangled product—you want the same reliable product over and over. At our first meeting, we suggested we reframe what A. Y. McDonald had hired us to do. Instead of answering, “What new products can we create?” we could answer the basic question, “How do we make more money?” We worked on answering both questions at the same time. Most of the successes were non-product successes around marketing, distribution, and user experience. Eventually we got to products, but knowing there was an extreme uphill battle, we decided to question the question.

If you’re handed a challenge by the product team, CEO, or customer, first step back and ask, “Is that even the right question to work on?” That accelerates things because often teams spend months or years on a question that many people on the team know isn’t even the right question.

[8:10] Build dream teams.Walt Mossberg asked Steve Jobs, “How do you turn out such amazing products at Apple?” He said, “Walt, do you know how many committees we have at Apple? Zero.” Apple was organized like a startup. Every product had a team built and dedicated to work on it. After a class I taught at Kellogg, one of the students who had worked at Apple told me an interesting story about the team that ran the software Garage Band, which allows you to record different musical instruments and piece them together into a finished song. The team in charge of Garage Band was four people who happened to play four different instruments, so not only were they great software engineers and leaders, but they were also musicians—a drummer, keyboardist, guitarist, and singer. When one of those four people left Apple, instead of finding a replacement who was just really great at the role they needed filled, they found someone who was great at the role and played the instrument that was missing. There was a synergy in having the four of them not only be software engineers but also be musicians.

Companies that accelerate innovation have thought hard about their teams. They haven’t just cobbled them together. They’ve spent time finding the exact right people.

[12:11] Consistently query customers.Many organizations rev up for innovation, do a giant market study for six months, go off and work with those insights for the next three years, and never talk to customers again. This sounds insane, but it’s very common.

The company Radio Flyer was in financial straits. They realized they hadn’t done any work around insights or understanding their customer. They were making the metal red wagon, and competitors were coming in with plastic wagons that looked a whole lot like theirs. They went on a listening tour and found out that people had this huge emotional sense of nostalgia for the Radio Flyer wagon and for the Radio Flyer tricycle. What was fascinating about that was that they had never made a tricycle in their history, but people had this huge nostalgia for these non-existent tricycles. Customers had apparently merged their childhood memories. The first thing Radio Flyer did was make a tricycle, and it became a smash. After that they built a constant listening mechanism. They could go back on a regular basis and talk to customers, show them prototypes, and share ideas. This turned into a string of hit products. They eventually made bicycles and e-bikes. They wanted a better battery, so they reached out to Tesla, and Tesla gave them the battery technology and asked Radio Flyer to make a kid-sized Tesla. All these things came from listening to their customers and querying them on a regular basis.

[15:19] Thrive like a beehive.A beehive has a queen bee (the leader) and a bunch of workers. The workers work efficiently by not only working internally but also leaving the beehive often to get pollen and nectar. This is a metaphor for infusing new insights. You could call it open innovation, but it could be even more casual than that—Google searches, calling the local university professor, calling up the Food Network star who is working on recipes just like that chocolate bar your company is working on. Constantly reach outside the walls of your hive.

A gentleman who had spent years as a film writer in Hollywood told me a story. After 9/11 the CIA faced a big problem: figuring out what the next attack might be. Brilliantly, the CIA left their beehive and went to the most creative place they could think of—Hollywood. Not long after 9/11, they convened a secret meeting with some of the top writers in Hollywood who had worked on terrorism or CIA movies. They asked, “If you had to plan the next one, what would it be?” The writers overwhelmed the CIA with horrible plots, but that allowed the CIA to start to build mechanisms to look for those things and think about how they might play out in the future. It’s a great example of leaving your four walls and looking for feedback.

[18:47] Paint the picture.My friend Jeff was working for a large financial services company, and they wanted him to help figure out how to make their call center better. They found the time it took to set up a new account was pretty long. If a company of 75 people wanted to set up a program with the financial services company, every single one of their 75 employees had to type in the name of the company and the address again. There was no way to copy that across all the different records. There had been previous attempters to fix this, but the financial services company had a 20-step process to officially start a program to fix it. Throughout the process, it took 25 people to say yes and only one person to say no.

Jeff opened a PowerPoint and mapped out what the final improved process would look like. He took existing screenshots and modified them with crude PowerPoint boxes, showing all the steps in the process. He started taking his PowerPoint around to one or two people at a time and said, “If this were the final product, would this work?” They made suggestions and Jeff made changes then took it out again. He didn’t fill out any paperwork. He never built an official team. He just created the finished product. He painted the picture right away, tweaked that picture, and eventually got the thing built in six months.

[22:13] Cultivate a yes, and culture.The idea of yes, and is if you’re leading an improv scene, say “Yes, and…” to anything that’s handed to you. If Chad says, “I can’t believe we’re trapped inside of a toaster,” and I say, “What are you talking about? We’re on a podcast right now,” the scene falls apart. But if I say, “No kidding, I should have worn my boots. My feet are on fire,” then the scene moves forward.

Most people have experienced yes, and as a brainstorming tool, but we’ve reframed it as an aspect of culture. If you start every sentence with “No, but…” it’s terrible. Instead, if you start every sentence with “Yes, and…” the conversation flows much more logically. All the little moments when you hear “No, but,” and feel like you’re being rejected or your ideas aren’t worth listening to create a culture where people keep ideas to themselves. In a yes, and culture, everyone can take any idea or crazy question that’s handed to them and immediately accept it as a valid idea and build on top of it.

The Swedish company Eleiko is the leading maker of weightlifting weights, used in the Olympics and World Championships. The company has been around about a hundred years, and they started out making waffle irons. In 1957, one of the plant managers who was a weightlifter told the owner, “The waffle irons are basically like weights. If we put them in a different shape, they can be weightlifting weights.” The CEO of the time said, “That sounds great. Let’s go make some.” That seemed like a natural no, but moment, but today they are the leading maker of weightlifting weights in the world.

Action Guide: Put the information Matt shared into action now. Click here to download the Action Guide. Useful links:* Learn more about Phillips & Co. * Follow Phillips & Co. on LinkedIn

Innovation Quote“Before you try to increase your willpower, try to decrease the friction in your environment.” – James Clear

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How product managers can prepare for a product leadership roleToday we are talking about how you can prepare for and find a senior product leadership role, and we’ll be addressing this both for current senior leaders as well as for product managers.

To help us, we are joined by the co-founder of an executive search firm that specializes in placing Product VPs and CPOs. Our guest is Chris Mason, who started Intelligent People in 2002 as a specialized recruitment agency.

Summary of some concepts discussed for product managers[2:20] What do you love about your role helping people land senior product leadership roles and helping organizations find the talent they need?Organizations approach us and give us insight into their strategies and what they’re looking to achieve. It’s really exciting to see what their strategies are and help them figure out the profiles of people who will solve their problems. We also get close to candidates and understand where they are in their careers and what challenges they’re looking for next. We change their lives when there’s a strong match—the candidate gets the opportunity they want and we solve the business’s problems.

[3:56] What are organizations looking for in a Product VP or Chief Product Officer (CPO)?There are lot of variables, and it depends on the challenges the organization has. Usually organizations are looking for some relevant domain knowledge or experience relevant to the problem. Product leaders need skills like using data, prioritizing, managing a team, strategic thinking, and influencing. It’s critical for Product VPs and CPOs to be able to articulate the value behind a business case and get people on board. They should think about the full product lifecycle, asking, “What is the purpose of this? What value are we creating? What problem are we solving?”

There’s an ongoing debate about the importance of domain knowledge and how transferrable product skills are. I think skills can be really transferable with some exceptions. No one piece of work is the same, but there are common themes that start to rise to the front for product leaders.

[7:41] Do you have any more thoughts about domain knowledge?We try to shift the conversation with the company to discussing what impact they’re looking for. What problem are they solving with this hire? Then we look at the candidate pool. How realistic is it we’re going to find this person? We try to focus more on competencies and experience rather than domain knowledge, because domain knowledge can be learned relatively quickly. We try to increase the size of the candidate pool by getting the client to look more broadly at other domains. Often product leaders want a different challenge by moving to a new sector. Often a person coming from outside the domain has an advantage because they don’t make the same assumptions everyone in the industry makes.

[11:14] How can a person looking for a Product VP or CPO role best position themselves?There’s some hygiene stuff at the beginning: Get your CV and LinkedIn profile ready and make sure they’re well aligned. You can apply through an agency, but you can also use your network. Continually keep your LinkedIn updated, so you’re not raising any red flags if your current boss sees you suddenly update your LinkedIn profile, and so you’re discoverable based on your content. Change your profile to “open to work” when the time is right to make yourself even more discoverable.

Write your resume to highlight your impacts. Write about what you’ve achieved. Attach data and metrics.

Reflect on what’s going to make you happy. Make sure you’re targeting the sort of challenge you’re looking for. Some times people get promoted to the point where they’re no longer happy. It takes a lot of self-awareness to answer, “What will make me happy? What sort of challenge am I looking for?” At the start of your search, reflect on that. Think about the things you enjoy the most and the things you don’t enjoy and what sort of opportunity will tick the boxes of the things you enjoy the most.

Try getting a mentor because that person can uncover things that aren’t obvious to you.

[18:06] What kind of experience should product managers be looking for to prepare themselves for a future Product VP role?Be continually learning. Do training, read books, and join a community. There are a lot of product management communities, like Chad’s Product Mastery Now Community, that you can get involved in. It’s really valuable for product managers and leaders to be able to share stories and bounce ideas off other people. Take opportunities to learn. Be willing to take on more responsibility, even if it’s for a small initiative and you can’t see the rewards right away, because the rewards will follow when you build experience.

[21:42] What’s your outlook on the 2023 job market?Up until last summer has been the busiest 18 months I’ve ever seen. We’ve had a boom time coming out of COVID lockdowns, and we’re trying to figure out what the new normal is. Big tech overexpanded and overhired. Now large enterprise organizations have had to make some cuts, so we’re seeing more supply in the labor market. We’re still seeing lots of opportunities. The digital world is growing. Heritage businesses are transforming and new ideas are being funded. I wouldn’t say it’s catastrophic at all. It’s not as busy as it was, but there’s still a lot of action in the market.

[23:39] How can product managers and leaders prepare themselves for their next move during a slowdown?That’s difficult to answer because that’s a very personal decision. People have different circumstances and different levels of acceptable risk. There’s no harm looking. You can use your network to reach out tentatively or work with consultancies to make targeted applications discreetly.

Action Guide: Put the information Chris shared into action now. Click here to download the Action Guide. Useful links:* Visit IntelligentPeople.com for product management recruitment * Listen to episode 102: Executive coaching for product managers – with Evan Roth

Innovation Quote“Have courage and be kind.”  – from Cinderella

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How product managers can get involved in inspiring the next generation’s workforceToday we are talking about preparing the next generation of innovators. If you are a parent, have a nephew or niece, or want to help influence future innovators, this will be a very helpful discussion for you, especially if the kids you can influence are in grades 6-12 or will be in the future.

Joining us is Jennifer Kopach, the CEO of Science Olympiad and President of the Science Olympiad USA Foundation Board.

Summary of some concepts discussed for product managers[2:06] What is Science Olympiad?We’re one of the largest STEM competitions in the United States. We have school teams in all 50 states and have been around for almost 40 years. Science Olympiad is creating the next generation’s workforce. Right before the pandemic, we had about 8,000 teams of kids in grades 6-12 and almost a quarter of a million students competing.

The way Science Olympiad works is there are 23 events for each division. Kids form a team of 15 in their school. They practice just like an athletic team, and they advance through levels of competition from Regionals to State to Nationals. Every year we have alumni who graduate, go on to college, and go into STEM careers or other careers, and from Science Olympiad they take the soft skills of collaboration, teamwork, and intellectual curiosity that are the hallmarks of Science Olympiad. We hear from our workforce partners that when the alumni show up at work, they have those teamwork skills already embedded in their processes. They’re problem solvers, creative, not afraid to take risks, and not afraid to fail. In Science Olympiad, students work with people they might not necessarily know. They learn from them and learn different skill sets. Science Olympiad includes a lot of cross-column learning. Some people are more interested in engineering, others in study skills or lab skills, and they come together and learn from each other.

[5:54] What do you tell parents about why their kids should be in Science Olympiad?I like to share the participants’ comments. The thing I hear the most is that Science Olympiad was that “one thing” in the student’s life. It was the thing that really brought them to school. It’s what kept them going to school. It’s what kept them interested in the subject matter that connected the real world to what they were learning in the classroom. Sure, there are lots of great students, and they’re obviously going to excel, but Science Olympiad allows them to choose the topic they want to excel in. They can apply their learning in ways the classroom doesn’t offer. Parents who are looking to give their kids a nudge in the direction of certain activities should know Science Olympiad will definitely create a skillset in a student that they can take throughout their time in college and entire career.

[6:16] Tell us more about how Science Olympiad is structured and what students learn in Science Olympiad.Science Olympiad was founded by a group of people who were super committed to science education. They wanted to share the love of all sciences. Science Olympiad is not just robotics olympiad or biology olympiad or chemistry olympiad. They wanted something for everyone, so they created this great system of 23 events across different columns: life science, earth and space science, physics and chemistry, tech and engineering, and inquiry of science. There are 15 kids on a team and 23 events, and students work in pairs on each event, so they’re never working alone and they each have do more than one event. If a student is really into studying, they can do a bio event, but they could also try a building event and a chemistry event. We really encourage students to branch out and try different things and we make sure we also help the teachers by making the events aligned to the curriculum. Science Olympiad is everything the kids are learning in school, just on steroids.

Part of the fun of a Science Olympiad tournament is students usually get to go to a big high school, community college, or university. They not only get to be doing what they love, which is science, but also get to be part of the team with a bunch of people who are their friends. Then they’re with a professor who is at the front of the room running the event, and that’s really exciting and inspiring because they have immediate access to these mentors and a vision of what it’s going to be like when they go to college.

[11:15] How does Science Olympiad choose the events?We rotate about a quarter of the events every year. There are some signature events that we cannot get rid of. If we didn’t have Write It Do It, I think we would have a mass mutiny. Other events like Disease Detectives, which is an epidemiological event, stay in the rotation every year, but we change up the subtopics. We like to freshen things up and follow the science. If there’s something new and cool in codebusting or cybersecurity, we build an event around it. For example, we now have a Write It CAD It event. We don’t stray too much from the regular school curriculum, but we like to keep it fresh. We’re always working with our industry and government partners, like NASA, the U.S. Forest Service, the CDC, the NIH, and NOAA to stay on top of what’s cutting edge in science.

[13:28] How can families find out more about joining a Science Olympiad team?Visit our website soinc.org to find out how your student can join a team through their school. We’re open to public school, private schools, charter schools, and homeschools.

[15:14] How can product managers and innovators get involved as mentors in Science Olympiad?Science Olympiad would not exist if it were not for volunteers. We rely on a giant volunteer army to run our competitions, coach teams, and act as mentors. We look for subject matter experts in all our event categories. We need people to work with the students to inspire them and help them prepare for the competitions. We provide students with a set of rules that they use to practice for the events. For every one of those 23 events, we need people to run the students through the content and provide the bridge between the content and what it’s like to actually be in the real world doing this as your career.

[17:25] Can you share some success stories about former Science Olympiad competitors?Our Science Olympiad alumni are some of the most amazing people out there—everyone from NASA astronauts to CEOs and people running startups to engineers and professors at universities across the country. Some of my favorite alumni stories are:

Mark Zuckerberg, CEO of Facebook: He filled out his handwritten application to Harvard with all of his Science Olympiad medals.
Steve Chen, founder of YouTube
Reed Timmer, storm chaser and meteorologist: He started out in Michigan and loved all the nature events. He received medals in Fossils and Rocks and went on to get a degree in meteorology and become a renowned storm chaser. He designed one of the coolest things I’ve ever seen, the Dominator series of tornado-proof vehicles.
Chris Curro, professor of electrical engineering: He won a huge student competition at Cooper Union in New York for developing the rapid packing container. He likes to say Science Olympiad taught him how to prototype, ideate, and redevelop. He and his partner in Science Olympiad did a lot of building events, and they took those skills with them to college. They were ready for the student competition for design and development of a product, won the competition, and received a US patent.

[21:14] What are some other benefits of Science Olympiad?Science Olympiad is helpful for scholarship interviews, and some colleges list Science Olympiad as a recommended activity for students hoping to come to their college. It’s not just because you won a gold medal. It’s because those medals exemplify all the work you did and the skills colleges and employers are looking for—somebody who is resilient, has grit, and is not afraid to work with a complete stranger and put your heart and soul into something and have it not just be about you. Sometimes I get a note from a student saying, “I did Science Olympiad, and I’m awesome, but my partner stinks and we didn’t win. Can I get my own medal or can I advance individually?” I say, “Let me tell you how the world works. It’s not just about you.” I relish those moments as teachable moments. Life is not a straight, upward line that you can control. Science Olympiad helps students understand that and makes them better people, because if they don’t fail until later it’s going to hurt a lot worse. It’s really important for students to understand that being part of a team, being part of something that isn’t always perfect, is a really good thing to learn very young.

Science Olympiad also inspires students. I’ve had students from underserved areas tell me that when they showed up at a Science Olympiad tournament, they thought, “I didn’t realize this many people just like me also love science.” They find their people. The students who do Science Olympiad are not the stereotypical kids you’d think of. Many of them are multitasking overachievers who are doing every competition—band, theatre, sports. Science Olympiad develops the whole child experience. It is one of the best ways for students to have an extracurricular that not only feeds their minds but also feeds their spirits.

Action Guide: Put the information Jennifer shared into action now. Click here to download the Action Guide. Useful links:* Learn more about Science Olympiad * Check out the Science Olympiad state websites to find out how you could get involved as a mentor, event supervisor, or parent

Innovation Quote“As engineers, we want to create things that don’t necessarily exist on the planet, or may have never existed, but that solve real problems.” – Dr. Frances Arnold

“If you’re going to change the world, you’ve got to be fearless.” – Dr. Frances Arnold

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How product managers can get market-driven data to make product decisions quicklyThis episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise and experience power the most recognized and respected innovative companies in the world. PDMA is also the longest-running professional association for product managers, leaders, and innovators, having started in 1976. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org.

PDMA invited me to their conference, which was in Orlando, Florida, to interview some of their speakers. This speaker spoke on the Three ways to escape gut-feeling and boost innovation rapidly to markets. The topic is about techniques to increase the innovation success rate. For example, by applying Lean innovation, you can speed up development by up to 60% and increase profitability by 31%.

Ulrike Laubner-Kelleher is a sought-after mentor, educator, and presenter on the topics of product management, innovation and teams efficiency. She helps product teams get ahead of their competitors by finding innovations quickly and developing and launching complex hardware and software products on time.

Summary of some concepts discussed for product managers[2:04] You shared a method during your talk called CuCoCo for getting market-driven data to make product decisions quickly. Can you walk us through the method?CuCoCo is an abbreviation for Customer, Context, and Company. It’s a method for market-driven analysis. In many companies, data to make market-driven decisions is missing for several reasons—people don’t have time, they don’t know how to do it correctly, or nobody tells them what to do. CuCoCo is a method to empower product managers to find the right data.

First, we need to talk to the customer. We should have innovation that fulfills a purpose for the customer. The customer tells us about their problems, and it’s our job to find the right solutions. We need the right questions to ask customers. The product manager needs to get the answers that are used for setting up the product strategy and for marketing and development, so we have clarity.

Start with the customer and find out what the problem is. The questions we equip product managers with help them find clarity on the buyer persona (used for marketing) and the user persona (used for development). The more interviews you do, you see the priority of problems and requirements. You also get information to help with promotion, pricing, sales, and marketing. [6:53] What are some of your favorite questions to ask customers?

My favorite question to start with is “What does your typical day look like?” This serves as a bridge to make the customer start talking because they know their day very well. They say what is good and what is not very good about their day, and then you dive deeper and follow with other questions.

[7:43] Tell us about Context.The context surrounds the company and products. First, what is the competition doing? Where are they positioning their product? What marketing and sales are they doing? Where are they selling it? What are they not doing? The things they’re not doing make good entry points for us. For instance, if there is a market segment they are not serving, we can grow our company in that direction.

The next part of context analysis is a PESTLE analysis, which looks at external factors—political, economic, social, technological, legal, and environmental—that is, all the trends impacting the business environment. There are so many new laws and environmental factors impacting our businesses that weren’t there 50 years ago. If recycling is important to customers or there’s a new law coming up, and we forgot about those things, we’re going to need to make a lot of changes. Those changes are very expensive and take your development people away because they don’t want to amend the product, work on it again, test it again, and launch it again. Then you won’t have the resources to work on the next product, so it’s very important to look at PESTLE factors upfront.

As a product manager, know what your company is doing. Half of the product managers in my masterclasses say they don’t have clarity on the strategy of the company. They’re very frustrated because they put in a lot of work and present their concept, but if it doesn’t follow the direction of the company’s strategy, they can’t execute it. It’s better to understand the company’s vision, strategy, and competence upfront and align those with the product strategy.

Many product managers spend too much time firefighting and being distracted from spending time with customers. Say no to many things that distract you from focusing on customer interviews.

[20:11] Can you give us an example of how Lean innovation practices can improve success by reducing waste?One of the biggest problems in product management is the waste of neglecting talents. A lot of teams struggle with their roles and tasks. They spend a lot of time discussing decisions and waste time with meetings, emails, discussion, and frustration before they make the decision. The team is empowered by knowing their roles, tasks, and responsibilities.

Each role should have the best person for that role—someone motivated and skilled who would like to do the work. We’ve seen if you have the right person in the right place, you are nine times faster.

We try to figure out how we can improve the work without a huge investment in technology. We find the best template and tools that we can use to facilitate the work and speed it up. If we facilitate product management with new templates and tools and give information to development, marketing, sales, and customer service so they have compound information, they can all work more efficiently. So many times I’ve seen people say, “Thank you, for the first time I really got all the information I need.”

[25:37] You also talked about the secret behind Tesla’s speed and profit—the Four-P Pyramid. Can you take us through that?Elon Musk is a great innovator, and I was analyzing what makes a good innovator. Tesla is a newcomer in car manufacturing, but they’re leaving everyone else behind since they’re so much quicker. One of Elon Musk’s principles is to be very fast in innovation. He innovates the product and the service. He’s the first CEO I’ve seen who talks about the whole product—not just the car but also everything around it. The profit on Teslas is 4.5 times that of any other electric car manufacturer. As I was looking into this, I found that successful innovators use the Four-P Pyramid—they care about the product, people, and process and make a profit.

Tesla cares about a product that solves a problem in the market. They would like to have a solution that helps the customer and the environment. Tesla makes the next feature as quickly as possible and uses a lot of feedback to make small changes they can launch quickly.

The second part of the pyramid is about the people. Elon Musk says he needs motivated, skilled people who can change throughout the product. He needs Agile teams that have knowledge. People don’t have to ask all the time, “Am I allowed to do that?” Musk needs a team that makes decisions independently.

Third is process. Tesla has slick, automated processes. They get rid of waste that does not add any value by automating tasks like copying, pasting, and searching.

If you care about the product, people, and process, then you have a profit.

Elon Musk says innovation is a risk and you have to allow mistakes. If you punish your people for taking risks, they will not do it again.

Action Guide: Put the information Ulrike shared into action now. Click here to download the Action Guide. Useful links:* Visit Ulrike’s website, RedStringMethods.com * Connect with Ulrike on LinkedIn * Learn more about Pro Produkt Management software

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How to achieve product-market fit – for product managersThis episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise and experience power the most recognized and respected innovative companies in the world. PDMA is also the longest-running professional association for product managers, leaders, and innovators, having started in 1976. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org.

PDMA invited me to their conference, which was in Orlando, Florida, to interview some of their speakers. This speaker emceed the conference and presented on Lean Product Management: How to Achieve Product-Market Fit. Our guest will teach us a simple but effective process for creating successful products.

Dan Olsen is a returning guest to the podcast. He is a well-known product management trainer, consultant, and speaker. He is also the author of the bestselling product management book, The Lean Product Playbook. Through his talks and interactive training workshops, Dan helps companies build great products and strong product teams.

Summary of some concepts discussed for product managers[3:38] What are the steps of the Lean Product Process?The Product-Market Fit Pyramid is the key framework, and it has five layers that build on each other. Start at the bottom and work your way up:

Market:

Target customer
Underserved needs

Product:

Value proposition
Feature set
User experience (UX)

Write down your hypotheses in each layer then test the product with customers to see where you’re at with product-market fit. Iterate those assumptions and hypotheses until you get to the level of product-market fit you want or decide to pivot. [8:38] How do we identify our target customer?

It’s important to start in the problem space. Get really clear on who has the problem, because those details will change how you solve it. Segment the market by:

Demographics (or firmographics for B2B). Usually demographics show correlation, not causality, but they’re a good starting point.
Attitudes: What do customers believe? What’s important to them? For example, how much do different segments care about the environment?
Behaviors: What are customers doing? For example, power users vs. lightweight users.
Needs: What are the different needs of different segments? This is the closest to causality.

Use all four ways of segmenting. To find out if your segments are clear enough, interview ten customers. If five of them love your prototype and five don’t, that’s a hint you haven’t segmented your market enough. What is the salient attribute you missed? Adding that attribute adds predictive power to your model.

The Lean Product Process helps teams get aligned. If we’re not aligned on the customer, of course we’re going to have disagreements about features and prioritization. Create a simple persona to get everybody on the same page.

[13:45] How do we discover underserved needs?Find out why the problem is important to your customer. How is it going to create value for them? Don’t go rushing into the solution space without being clear on who your customer is and what problem you’re going to solve for them. People don’t want a quarter-inch drill; they want a quarter-inch hole.

A product manager’s main job is to define who our customer is and what their needs are. Map out a problem space definition. Brainstorm all the benefits you could address and organize them. Look for an unmet or underserved need. I use an importance vs. satisfaction framework to define how well-served or underserved each need is. How important is this need to the target market segment? And how satisfied are they with the current solution? If they have an important need and have not yet found a satisfactory solution, that’s where the opportunities are.

[18:18] How do we define our value proposition?Out of all the benefits we brainstormed, what are we going to actually promise to customers? And what’s our plan for how to do it in a way that’s better than the competition? How are we going to deliver higher levels of satisfaction? I apply the Kano model, which is a categorization scheme for problems using three relevant categories:

Performance benefits or features: You can plot this on a graph. The x-axis is how fully the products meets the need (from 0% to 100%), and the y-axis is how much customer satisfaction or dissatisfaction results. Usually you can quantify performance. For example, if we’re in the microprocessor chip business and everybody else’s chips are 2 GHz and ours is 3 GHz, we’re outperforming by 1 GHz.
Must-haves: If your product fully meets the must-have needs, it doesn’t make customers happy. If you don’t have a must-have, customers won’t buy your product. For example, HIPAA is a must-have in health tech. It doesn’t make people excited, but you must have it.
Delighters: The opposite of a must-have. If you don’t have a delighter, it doesn’t cause a problem because people aren’t expecting it. For example, yesterday at the conference, Hershey brought a huge table of chocolate. I was not expecting to get some yummy Reese’s peanut butter cups when I came to the PDMA conference, so I was delighted to have those.

We create a value prop grid where we list the performance benefits, must-haves, and delighters in rows and each of our competitors in columns. We do competitive analysis to see which areas each competitor is best at. Then we analyze our product. How are we going to be better? Which row are we going to dominate?

The next step is our feature set and MVP, so we need to be really clear on how we’re going to create more value. We make sure our MVP addresses those differentiating needs.

Once we’ve figured out how we’re going to be better or different, we need to figure out how to position and message our product. A great example is the iPod’s messaging—”a thousand songs in your pocket.”

[25:38] Tell us about the minimum viable product.Now that we’ve got a solid grounding in the problem space, we need to brainstorm feature ideas for each value prop benefit. Break down your features into smaller feature chunks. Then do ROI analysis and create a roadmap. Create a MVP roadmap by listing the same benefits from the value prop grid—performance benefits, must-haves, and delighters. Then deploy the feature chunks by version in each category. For version 1, which chunks do we need to have in there? Usually you need the must-haves in version 1 and whatever special sauce your value prop is. You can build out your value prop over time.

This simple one-page roadmap visualization, anchored in your value prop, helps everybody understand what’s in scope and out of scope. The whole point of the MVP is to prevent over-scoping the product before you’ve confirmed whether you’re going in the right direction, but ironically one of the top mistakes teams make is over-scoping the MVP. By having that visualization, you can have those tough debates—do we really need this feature in version 1 or can it wait for version 1.1?

When I do this exercise, people get so fired up. They have pet features and are pounding the table saying, “We gotta have it!” I remind them, “Who’s the target customer?” The team members are not the target customer. In the absence of having a clear target customer, they advocate for their needs and their preferences.

When we’re talking about any feature idea, of course it’s a good idea. It’s going to create some value. The question is, which ones are going to create the most value for customers? We have limited resources and need to talk about the trade-offs.

People act like if they don’t get the feature in now, they never will. We can have a minimum viable feature. What absolutely needs to be in scope for a feature for this sprint? People act like if they don’t get their feature into this milestone, it’s never going to get built. There are places where that happens, but assuming it’s not happening, they’re delaying the whole project for one feature. You could launch on November 1st and then fast-follow with the extra feature on December 1st. Do you really want to delay the whole project a month for one feature? People don’t think about it that way. It gets emotional for people. A lot of it is not data-driven. It’s just following their gut and throwing spaghetti against the wall.

[34:16] Tell us more about the prototype.In the previous step, the goal is to identify what functionality needs to be in the MVP and what can wait. At this point, you have no UX yet. The UX is in the solution space, and if you have a good design resource, they can help you explore the solution space and the UX. This can help you think of additional features or refine your features or problems. UX lets you show the product to a customer and get feedback, because no matter how good you are, nobody nails it the first time. Quickly get to the prototype so you can get it into customers’ hands. That’s when the real learning starts.

[36:52] What tips do you have for testing?I’m a big fan of interactive prototypes. You can start off with hand sketches then use tools like Balsamiq, InVision, and Figma. Make a low-fidelity, interactive prototype of your MVP that you can show people and get feedback. Pattern-match the feedback. If you talk to ten people and eight of them can’t figure out how to get through the new user flow, you need to change something. Small sample sizes are okay. Some people are concerned about statistical significance, but if eight out of ten people can’t figure it out, you don’t need to test it with another 200 people.

Get better results by how you ask your questions. Don’t ask leading questions like, “That was easy to use, wasn’t it?” or closed-ended questions like, “Did you like that feature?” Ask open-ended questions like, “What did you think about that feature?” People tend to be nice and don’t want to point out problems, so tell them they’re helping you by finding the problems.

Action Guide: Put the information Dan shared into action now. Click here to download the Action Guide. Useful links: Check out Dan’s book The Lean Product Playbook* * Visit Dan’s website * Check out Dan’s video How to Create a Winning Message for Your Product and other videos on his YouTube channel * Learn more about the Lean Product Meetup Community

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Injecting the theme park industry’s experience model into product developmentThis episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise, and experience power the most recognized and respected innovative companies in the world. PDMA is also the longest-running professional association for product managers, leaders, and innovators, having started in 1976. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org.

PDMA invited me to their conference, which was in Orlando, Florida, to interview some of their speakers. This speaker gave a keynote on transforming products into experiences: injecting the theme park industry’s experience model into product development. In other words, what can we learn from theme parks to help us do a better job creating products our customers love?

Geoff Thatcher is the Founder & Chief Creative Officer at Creative Principals. As an experienced creative director, he excels at leading projects from concept to reality. These projects are most often about creating world-class experiences in corporate visitor centers, museums, theme parks, and live events.

Summary of some concepts discussed for product managers[2:13] Tell us about your work creating customer experiences.I started in the experience industry as a 14-year-old cleanup boy at a swimming pool. My job was to make sure the customers experienced a clean pool. I went on to be a lifeguard, a train engineer, and a manager in a rides department. One of the most memorable experiences was working on the Mack Wild Mouse coaster, a classic coaster that was very fun to operate. I worked ten years at Laguna amusement park in Farmington, Utah, and then had a brief flirtation with journalism for about two years. I really missed the parks, and as a journalism major in college I realized our job creating experiences was really about telling stories. I was able to combine the education I got writing and telling stories with telling stories at theme parks, museums, and brand experiences around the world.

I love a good story. Amusement parks have their place, but I love the evolution from amusement parks to theme parks—where the rides tell a story.

[8:58] How can we use this perspective focused on the customer experience to improve products?To summarize the customer experience framework:

Attract attention
Build trust
Give the information customers need to move forward
Create an experience for customers to internalize the product
Be purposeful about the action you want customers to take

The customer experience means the customer is on a journey. The experience model is similar to the hero’s journey and other models that are deeply embedded in the human psyche. I don’t claim to have invented the experience model. I recently wrote a piece talking about the tabernacle in the wilderness as a product experience. The way the priest went through the tabernacle in the wilderness very much aligns with the experience model and the hero’s journey, so these things are just part of who we are as human beings. Any product should be an experience.

The first thing you have to do is attract people’s attention. Often, that’s through product design. If it’s a theme park ride, it’s through an icon. If it’s a museum experience, it might be through signage. If it’s a brand experience, it might be something as simple as a logo.

Once you attract someone’s attention, you have to build their trust. At a trade show, that could be as simple as a handshake. It could be as complicated as an immersive queue through the Hogwarts castle that looks exactly like it did in the movies, so if you’re a fan of the movies, you think, “This is legit,” and that trust is established. When you’re developing a product, what are you going to embed in that product that will build trust with customers?

Next you have to give them the information they need to move forward in their journey. We’ve seen products fail because people do not know how to use them. We’ve seen experiences fail because people don’t know what’s happening next. Often in a theme park, that information is delivered in the pre-show.

Now people are ready to internalize the story. In a theme park, internalizing might be hopping on a coaster. We’re working on a project right now called the Ozark Mill at Finley Farms in Ozark, MO. The Ozark Mill is a historic grain mill. It’s been there for almost 200 years and it’s beautiful. The internalized moment isn’t anything we manufactured. It’s when you step out of the mill onto a platform and you see the waterfall coming over the mill pond and the tree and birds chirping and sun shining. That’s the moment when the story hits home, and you realize the connection. There’s great symbolism in the power of that stream and how it has transformed communities like Ozark. That’s the internalized moment. As a product manager, you hit your customer with emotion and they internalize that product.

Next is action. What do you want that person to do? Cynically, people think all we want in this industry is for customers to exist through retail. There are gift shops at the end of rides, and we do want people to buy things, but it’s more than that. We want people to become part of the story. When you go on the Hogwarts Forbidden Journey ride, you exit through retail. They want you to buy a wand or t-shirt or jersey, but when you’re looking at the quidditch jerseys for teams from Slytherin, Hufflepuff, Gryffindor, and Raven Claw, what’s important is “Where do I belong?” It fosters conversations among family and friends. You talk about the attributes of each house and become part of the story. As product managers, think about what action you want people to take with your products. How can they become part of the story?

[16:18] Can you take us through an example of a project and what you learned to create a better experience and a better product?I just flew back from Singapore where we were working with a property insurance company called FM Global. Some people say insurance is boring, but it’s quite fascinating. FM Global is one of the world’s leaders in property insurance, and they have a very unique story. They have an engineering-based approach. When you want to become a customer, their engineers show up and look at your facility. They figure out where you can make engineering-based improvements, and if you make those changes FM Global will lower your insurance.

The company started 200 years ago when Zachariah Allen was operating a mill in Providence, RI, and he made improvements so it wouldn’t burn down. He asked his insurance company for a discount, but they said no. Zachariah banded together with a few other mill owners who had also made those improvements, and they founded Factory Mutual insurance company, which is FM Global today.

FM Global has a new Singapore headquarters. When you walk inside, the first thing you see is a two-story LED column that’s giving you real-time data and a visualization of property risk around the world. This conveys trust—FM Global is monitoring the information and doing their job. Then you go upstairs and grab a cup of coffee and have a conversation with somebody while looking at the LED column of risk. Trust is established.

Then you go into a theater and watch a presentation about FM Global. The theater is customer-built with wind effects, and it shakes during the earthquake section. That’s where you get the information you need to move forward in the journey.

Then you go to a series of nine labs—a sprinkler lab where you see sprinklers work, a natural hazard lab where you can fire a 2×4 through a wall and design a factory to withstand floods, and others. This is where you internalize the message.

Finally, you step into a nice boardroom and have conversations about how your property can lower its risk. How can you improve mitigation? What technology can you install? FM Global wants clients to make those improvements to lower their risk.

[22:40] What is new in the area of experience design?There are always trends in new coaster technology, virtual reality, and augmented reality. One of the things that’s really earth-shattering is artificial intelligence design. This really hit in June 2022, and it’s fundamentally transforming how we work and being very disruptive. Some people are angry about it, and others are loving it and embracing artificial intelligence design tools, including writing tools like Jasper and design tools like Midjourney on DALL-E 2.

This technology started when software engineers were working on software to describe photographs. They realized if they have a software that can describe photographs, why not have a software that takes a prompt and generates an image? Why not learn from all the different artistic styles—painting, impressionism, cubism, watercolor—or even specific artists?

When DALL-E 2 hit in June, I immediately signed up and started using it. It’s pretty earth-shattering. I’m a writer, but now I’m a designer too because all I have to do is write a prompt and I can generate anything I want. We’ve decided as a company to fully embrace artificial intelligence design tools. There are illustrators in the industry who are extremely threatened by this. They feel like it’s going to take their jobs. My daughter Zoe is a designer and an illustrator, and she has decided to fully embrace artificial intelligence design. She loves how much faster she can work, and AI doesn’t fundamentally change how she works. No one really draws everything by hand anymore. Zoe also says what she loves about AI tools is she’s learning from them. AI is making her a better artists because she’ll look at what the AI is doing and think, “Oh, I hadn’t thought of that.”

We did a project last week, and typically it takes one day to do one concept rendering. Zoe did ten renderings in one day using AI. They weren’t as specific or detailed; they were more conceptual. But the client was okay with that. We’re fully transparent with our clients when we use AI design, and I think that is very important. In the conceptual phase, we don’t need all the details. We’re just trying to get the mood right. The clients are happier because one photorealistic rendering can easily cost thousands of dollars. For the same amount, with AI design we can make 10-15 renderings that are loose but give an idea of the concept, and we can easily update the prompt in response to client feedback and explore more ideas.

I always try to make an argument against photoreal renders in the concept phase. I’m doing the client a favor because if I give them a photo reel and then a year from now we make changes along the way, the CEO might say that doesn’t look like what they approved a year ago. If you have to deliver a photo reel in the concept phase, you’re not going to have the flexibility you need moving forward through product development to make the right decisions because you’re worried about the original concept. Keep it chill and loose.

Useful links:* Visit CreativePrinciples.com * Check out Creative Principles’ YouTube channel Park Pals * Connect with Geoff and Creative Principles on Facebook

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What product managers can learn about innovation from the U.S. government’s innovation effortsToday we are talking about building more innovative organizations. To help us with that, we have the author of Creating Innovation Navigators: Achieving Mission Through Innovation joining us. That is Sabra Horne, who is Entrepreneur in Residence at BMNT, where she supports the development and deployment of government innovation efforts.

Before joining BMNT, she was Chief of the Innovation Hub, responsible for envisioning, establishing, and developing innovation efforts in the Cybersecurity and Infrastructure Security Agency (CISA) within the Department of Homeland Security (DHS). Previously, she served the National Security Agency (NSA) as Deputy Chief for Information Sharing and Collaboration, facilitating sharing of NSA’s most highly classified intelligence.

Summary of some concepts discussed for product managers[1:59] What is the state of innovation in government organizations?We probably think of the government as a bureaucratic mechanism that is slow and lumbering, but there are many innovative organizations within the government, such as NASA and DARPA. In many cases, the government can be somewhat slow, and we intentionally bring people to the government who are not experts in innovation—people who are great at following processes and strategies so we have repeatable efforts consistently focused on making the best use of taxpayer dollars. The challenge is balancing the responsibility of being methodical and precise with having innovative tactics. Every individual within the government has the ability to be more innovative, if we think about what that might look like, how we could achieve that, and how we’re going to achieve mission impact even more effectively. [5:38] Are we competitive in innovation across the U.S., and are we able to make the best use of innovation across entire organizations?

We are able to do some amazing things that people could never imagine. We realize there’s a great nation race, and we must keep on top of that. It’s important for us to figure out how we can bring emerging technologies to bear as quickly as possible for mission impact. Using commercial and emerging technologies as effectively and quickly as possible is critical. But there are a lot of different ways we can bring about innovation within the government, and by focusing only on emerging or commercial technologies, we’re missing a lot of what we can make happen. We can also look at strategies, processes, policies, or ways of communicating, and rethink how we do those things so we are being more effective and delivering mission impact. Innovation is not just about technology. It’s important for everyone to see their own role and how they can rethink what they’re doing and make it easier and more effective.

[9:42] How can we do a better job innovating?One way to achieve innovation is by using innovation methodologies and tools. For example, the U.S. Navy’s Tactical Advancements for the Next Generation (TANG) program uses a human-centered design approach to thinking about mission problems and being able to connect with end users so they understand the problem and are able to create solutions that are more effective in bringing mission impact.

It’s also important to look at innovation strategically. For example, when I was at the Cybersecurity and Infrastructure Security Agency (CISA), I was charged with standing up the innovation hub. First, I asked myself, Why do we need innovation within CISA and what are our challenges and strengths? CISA is challenged with a mammoth mission of informing the 4.7 million owners and operators of critical infrastructure about cyber threats and keeping the .gov domain safe from cyber threats. We only have 2200 people to achieve that mission. The last thing we needed to do was load more work onto these incredibly overworked people. If I was going to bring in innovation, it was critical I found partnerships outside of CISA. One of the programs I stood up was called Hacking for Homeland Security, which makes use of university students who are working to solve innovation problems in an entrepreneurship course. We worked with students from Carnegie Mellon who spent time thinking about how we might assist small and medium-sized businesses who have few resources to better keep themselves safe from cyber threats.

[13:32] What is the innovation pipeline?The innovation pipeline is a process in which we find new opportunities where we might bring in innovation. We want to look at the problems the workforce or our end users are having and how we might create a solution. The innovation pipeline is a five-step process to understand from the end users what their problems are:

Sourcing problems in the widest manner possible and understanding the wide range of problems we have to work on
Curating, prioritizing, refining, and ranking the problems so we know we’re working on the most important problems
Exploring possible solutions by looking in-depth at pain points
Incubating the solution and understand how it is going to be effective in meeting the needs
Deploying the solution into an operational solution

It’s important to spend resources on projects that matter, so understanding what is needed from a strategic perspective in innovation is fundamental. That’s why the first step of the process is understanding what we’re trying to achieve in the organization and how we can use innovation to achieve that. Understanding end users and their problems is central to innovation. It’s important to talk to them, ask a lot of questions, and understand their challenges to develop a solution that answers everyone’s needs.

Get people to support your innovation efforts—advocates who take action to support you.

Action Guide: Put the information Sabra shared into action now. Click here to download the Action Guide. Useful links: Check out Sabra’s book, Creating Innovation Navigators: Achieving Mission Through Innovation* * Learn more about BMNT and read Sabra’s blog post, “What I Wish Someone Had Told Me Then: Creating Innovation In Public Sector Organizations”

Innovation Quote“This is the true joy in life, being used for a purpose recognized by yourself as a mighty one. Being a force of nature instead of a feverish, selfish little clod of ailments and grievances, complaining that the world will not devote itself to making you happy. I am of the opinion that my life belongs to the whole community and as long as I live, it is my privilege to do for it what I can. I want to be thoroughly used up when I die, for the harder I work, the more I live.” – George Bernard Shaw

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Insights from an innovative Design-Thinking programToday we are talking about Design Thinking through the lens of a unique new program at the University of Wisconsin that is teaching product design from a multiple-discipline perspective. For example, product design grad students learn UI/UX principles while learning about electronic circuits and product packaging. The cross-discipline experience is unique and provides a valuable perspective.

Joining us to discuss Design Thinking is a recent graduate of this program, Emily Phelan. Emily is now a customer experience strategist for Landor & Fitch, the New York-based brand and design group. Previously she was a marketing specialist for Accenture. She also had her own design company and pursued other entrepreneurial interests. And Emily is an amazing illustrator—check out her LinkedIn profile for some of the superheroes she has designed.

Summary of some concepts discussed for product managers[5:49] Can you take us through the Design Thinking framework as you applied it through the University of Wisconsin’s program?The framework we used was from the Stanford d.school. There are four phases:

Empathizing
Defining the problem
Ideating
Prototyping and testing

[10:05] How did you use this framework in your project?I led a team through a redesign of a diabetes self-management program website. Our client was the Wisconsin Institute for Healthy Aging, and they had a diabetes-self-management program called Healthy Living with Diabetes. We were tasked with redesigning the program to be more inclusive of the black community in Wisconsin.

We started with identifying one anothers’ strengths. We needed to figure out what hats we all needed to wear and how we could best work together. Then we dove right into the empathy phase. We spoke with program coordinators, facilitators of the program, participants, doctors, health educators, and nurse educators. We needed to learn what the program currently looked like from the perspectives of all the stakeholders. Doctors and health educators were two critical stakeholders who had been completely overlooked. We found that in order to serve the participants and facilitators, we needed to engage doctors and health educators, who can make recommendations to patients and kickstart the self-management journey.

[15:56] How did you engage each of these stakeholders?We did in-depth interviews. They were typically 45 minutes to one and a half hours. We had an interviewer asking questions and a scribe capturing information. It’s important to lay the groundwork with a comprehensive interview guide to achieve your goals, but it’s also important to go off script. If an interviewee is telling an important story, lean into that conversation.

[18:07] What other steps did you take?We identified the problem by looking at patterns in our research. After conducting the interviews, we put ideas on post-it notes so we could move them around and identify patterns. We identified several key themes and barriers to the program. We found seven key insights that led us to three opportunity areas that we needed to build out to figure out the best solution to the problem. For each opportunity we had four to five ideas for solutions. We crafted a “how might we…” question for each opportunity: How might we inform and empower facilitators to facilitate a better workshop? How might we help participants sustain their healthy habits beyond the program? And how might we inform and engage health educators to be ambassadors of the program?

[20:48] How did prototyping work?Before we prototyped, we analyzed the resources these opportunities would require and their potential impact. We built several prototypes of solutions: a healthy-living-with-diabetes conference marketed to health educators, a newsletter that program coordinators could use to market to health educators, and a website that included health educators in the ecosystem and provided resources they could use with patients. After prototyping, iterating, and testing, we ended up going with the website and accompanying resources. We got feedback from all the stakeholders and used it to iterate the website.

[23:34] Was there anything in the design thinking process that you found you needed to apply differently?Since we were so heavy on our empathy phase, we could have spent more time on prototyping and testing near the end of the project in order to get a few more features on the website. We built a marketing plan for the client, and I would have loved to help them build the solution out. They took our work and are using it to conduct their redesign, but staying involved in that work would have been excellent.

Action Guide: Put the information Emily shared into action now. Click here to download the Action Guide. Useful links: Connect with Emily on LinkedIn * Check out EmilyPhelan.com * Check out Design is Storytelling and Speculative Everything* * Learn more about Stanford d.school

Innovation Quote“Commit and figure it out.” – Jimmy Chen

Speculative Everything: Design, Fiction, and Social Dreaming (The MIT Press)

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How to get out of your organization’s routine and create real value – for product managersThis episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise, and experience power the most recognized and respected innovative companies in the world. PDMA is the longest-running professional association for product managers, leaders, and innovators, having started in 1976. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org.

PDMA invited me to their conference, which was in Orlando, Florida, to interview some of their speakers. This speaker presented on the topic Get into the Discovery Zone. With Lean and Agile methods, it is too easy for teams to fall into the trap of pursuing speed and a sense of progress, while failing to provide value on the most important aspects that customers need. The Discovery Zone changes that. We’ll find out how from David Matheson. He’s a Practitioner & Thought Leader in Portfolio & Innovation Management and cofounder of SmartOrg, a Silicon Valley based company that connects innovation and finance. With decades of experience, David has helped senior management of firms around the world improve their results from portfolio management, product development, innovation, R&D, capital investment and strategy. He earned a Ph.D. at Stanford University where he has also taught strategic portfolio management.

Summary of some concepts discussed for product managers[2:10] What is the problem that led to the Discovery Zone?The Discovery Zone grew out of my work with HP. Around the time the Apple Watch came out, HP had the best smartwatch. The innovation team was charged with figuring out if they could pull off a digital watch. They made a really cool watch and sold enough to show it’s real. Everyone got super excited. The management review board’s next questions was “How do we make a business out of this for HP?” The team ran ahead and made more watches. They proliferated about 10 different watches, and they all sold and made more money. The team came back and said, “Look at our great success,” but management said, “You did not answer our question. In fact you’ve demonstrated this cannot be a business for HP.” And they killed the program.

It was probably the right call because the innovators charged ahead with making the product and didn’t think about answering the questions that would really make this work for HP. HP made a few SKUs of laptops and sold millions. Watches run in ten thousands. The innovation team demonstrated unintentionally they couldn’t make it scalable.

There’s an innovation blind spot that Lean and Agile methods invite us to walk into. We come up with hypotheses and do the ones that make the most traction. “Learn quick” is the mantra. That’s good as far as it goes, but most teams often don’t do critical thinking. They don’t take a broad enough view and work on the wrong hypotheses is. Like the team at HP, they’re not asking the right questions.

[8:33] What is the Discovery Zone?The Discovery Zone is customer discovery when the customer is internal to the organization or is the organization itself. It’s outside your comfort zone. As an innovator, you hear what your stakeholders want from the perspective of the routine of the organization. Routine is a giant distraction machine, but there’s a lot of political force around that. You want to make progress, so you listen to your key stakeholders. You pick something small to work on in your comfort zone. That’s not the job of the innovator. That’s what HP was doing. They knew how to make things, so they made watches.

The Discovery Zone takes a different perspective. First, get multiple perspectives on what the issues are—what’s between you and the big dream. Look for issues that are both speculative and impactful. Speculative means they’re outside the company’s wheelhouse. Surprise is likely and we’re making it up has we go. There’s uncertainty and ignorance is high. Impact means how much resolving the uncertainty will change the confidence in the business case. In the HP example, the question of whether they could make more watches had an impact of +/-10% on the business case. People knew you could do that. The questions of whether HP could do it in a modular, scalable way would change the business case 10-20x.

The Discovery Zone is where you pursue high-impact, high-ignorance opportunities. It’s the place where you’re making it up, you’re going to be surprised, and what you learn will dramatically change the business case. This is where the innovation blind spots are. People don’t talk about them because they’re scary. If you get the wrong answer, you’re done. But it’s this decisiveness that makes the Discovery Zone so powerful.

[14:58] What’s another example of a product created in the Discovery Zone?In 2000, there were 46 billion 4×6 prints printed every year in stores. HP had developed a new printhead that could do 4×6 prints almost instantaneously. They had developed a vision of an ATM photo machine. They had done their voice-of-the-customer work and had developed beautiful kiosks. People loved it.

I asked what the risks are on the project. The team said it boiled down to supply. I realized they were right, but I had asked the wrong question, because they loved to figure out supply. That is their comfort zone. I’m not questioning whether they can do it. I flipped it around and asked, “What would you want to know before you put your kids’ college funds into making this happen?” They quickly came up with a lot of issues with customer use patterns. The critical issue was, What’s the pattern of behavior? People loved it, but would people adopt it as technology?

There’s a giant assumption people will make prints. We needed an experiment to tell us whether or not there’s a behavior change involved. We saturated a zip code with prototypes and spent half a million dollars doing a study. People loved it, but it was a novelty. Everybody tried it and nobody came back.

Their Discovery Zone looked like a catastrophe. However, here’s the brilliant thing about the Discovery Zone— the possibility of learning something new does not come from your comfort zone. It comes from outside your comfort zone. The team found that some of the small stores who had installed the experimental kiosks had lost the photo business to big box stores needed a way to draw people back into stores for prints. They wanted the print engine.

The head of the team went back to his boss, who knew something was wrong, and said, “I want to cancel the ATM program.” The boss was expecting him to defend it, but he immediately disarmed the conversation. He said, “I learned something so important. I have a proposal that I think is even better. Can I divert funds to that?” And he pitched the Minilab printer, which fills this niche. The executive got on board and helped create and upgrade that idea.

Instead of fighting about the failure, this team leader completely reframed it. Had they not done that experiment they would have been $20 million in the holes three years later. He saved a bunch of money and got a second-at-bat.

The Discovery Zone gives you new learning and insight. You’re managing risk. Reframing the failure makes you a steward of the resources. Make your experiments around what’s in the Discovery Zone, and if you’re successful, you’re a hero, and if not, you can learn and be a hero too because you’ve saved the company a lot of money they might have spent on something ridiculous.

[24:16] How do we recognize that we should be in the Discovery Zone?The the ratio of speculation to actual knowledge around a project. Take a broad view of your issues. Get different perspectives and rank them by ignorance and impact. Figure out what uncertainties build confidence in the business case. As a rule of thumb, whatever you’re good at is going to be overworked. It’s probably what you’re not good at that you need to look at. That’s where you start to show a little fear or anxiety. You’re not sure how to answer the questions. You can role play as an outsider and ask questions that are to answer. Organize your learning plans around the Discovery Zone questions. You can learn a lot by thinking in terms of uncertainties.

Focus on the upside uncertainties. For example, if you’re talking about the willingness to pay, be a dreamer and talk about the really optimistic price. What are the reasons that would make the willingness to pay high? Then ask, what are the reasons that would make the willingness to pay low? What are the differences between those scenarios and how can you go learn about it?

Action Guide: Put the information David shared into action now. Click here to download the Action Guide. Useful link:* Visit David’s website, SmartOrg.com

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Tools for building a more collaborative product team – for product managersThis episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise, and experience power the most recognized and respected innovative companies in the world. PDMA is the longest-running professional association for product managers, leaders, and innovators, having started in 1976. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org.

PDMA invited me to their conference, which was in Orlando, Florida, to interview some of their speakers. This speaker presented on the topic Improv to Improve Your Team’s Creativity. How do you think improv can improve your product work and your group? We are about to find out.

Our guest is Seth Greenwald, aka Sherpa Seth. He’s a best-selling author, keynote speaker and popular communication coach for creative professionals and technical leaders. He founded Creative Warrior Secrets to help professionals be excellent communicators and increase their success. He holds degrees in Mechanical Engineering and has served as design lead and senior project manager for many of the nation’s largest engineering and construction organizations. Among other publications on communication, he hosts an online course called Improv to Improve Your A-Game Mindset.

Summary of some concepts discussed for product managers[3:13] What do you mean by improv to help teams improve?The improv TV show Whose Line Is It Anyway? was my inspiration. I saw how they did everything on the spot, and I always liked laughing, so I wanted that for my team. In many large organizations, people are working in silos and never really collaborate. I wanted to help them figure out how to break out of their silos and improvise. I was always the guy hiding behind my laptop. I wanted everyone to go away and just leave me alone and let me focus. That’s not good when I wanted to be in the world with other people. I needed to learn how to speak to and collaborate with people.

I joined an organization called Toastmasters, and they taught me how to present, but I also wanted to learn how to speak with and collaborate with people when I’m not presenting. Whose Line Is It Anyway? was a revelation for me because they were so in-the-moment, focused, and working together. I didn’t want to be a comedian, but I did want to have fun with my team. I want to help you learn how to have fun with your team. That’s what I mean by improv communication.

Instead of going back to your laptop and solving a problem by yourself, learn to solve problems together in real time. Each team member is coming to the problem from their own point of view, and you have to force yourself to organically solve the problem with others in the same space and timeframe. It’s hard for a lot of people to do that. You have to trust what comes out of your mouth and be in the moment.

You need to listen fully and have a yes, and mindset. Go from a me go mindset—one person wins—to a we go mindset—we win together.

[17:38] How do we be in the moment and appreciate what others bring to the table?You have to create before your critique. It feels good to judge, but before you critique you need to offer your creativity. There are stages of creative problem solving. The first stage is defining the problem. Make sure you’re solving the right problem. The second stage is divergent thinking where we come up with alternative options to solve the problem. At this point, we’re not judging each option yet. The third stage is convergent thinking where we choose a solution. You can’t mix up the creation stage with critique stage.

[25:39] What’s an exercise we could introduce at our next team meeting to help people have fun and be creative together?Keep the words yes, and in mind. Yes means you’re listening. And is responding to and building on what you’ve heard. Saying yes, and prompts your brain to think in a more collaborative way. Do a yes, and exercise with your team.

My favorite acronym is Together Everyone Achieves More (TEAM). That’s product management.

Action Guide: Put the information Seth shared into action now. Click here to download the Action Guide. Useful links:* Check out Seth’s website * Join Seth’s Improv2Improve Course and tell Seth you heard about it on the Product Mastery Now podcast to receive a discount

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Insights on brand storytelling for product managersToday we are talking about the problem you solve, the value you create, and the difference you make—and not just you specifically but also your organization. Just like you, I have encountered organizations that confuse me—I’m uncertain what they are really about. This is a branding and messaging issue. As product professionals, we need to help position our products in ways that make sense for customers and the organization. We have to tell the product and brand story effectively.

To help us do that, Sarah Panus is with us. She is a brand storytelling strategist and coach, host of the Marketing With Empathy podcast, and founder of Kindred Speak, which provides editorial brand storytelling services and coaching. Sarah also speaks on topics for humanizing your brand. Before starting Kindred Speak, she contributed to brand and marketing strategy for the Sleep Number Corporation and other companies.

Summary of some concepts discussed for product managers[2:14] What is brand storytelling?Brand storytelling is when a brand shares editorial stories with their audience. Editorial stories are not promotional stories. They’re narrative stories designed to engage your audience, attract new people to your brand, and keep them engaged. They’re something your customer base wants more of, versus promotional content that they’re not really excited to read. Brand storytelling educates, entertains, and inspires your audience.

A brand story isn’t solely about the product. Your webpage can talk all about the product features and benefits. Create a story around the problem the product solves . Bring in real people who can talk about their experience. The product isn’t the hero of the story. Your customer or the problem is, and the product gets mentioned as a secondary element that can help solve the problem. These are the types of stories you read in a magazine or on a digital site. You need both marketing storytelling and brand storytelling, but brand storytelling is better designed and what I’ve seen drive leading ROI of attracting the audience and keeping them engaged.

[6:14] What do you do as a brand storytelling strategist?Think of me like a rental editor-in-chief. I develop editorial strategies. What are the storytelling pillars that you should focus on? I go through all the data to figure out what the brand cares about and wants to talk about and more importantly what the audience cares about. The sweet spot of those things is the low-hanging fruit .

I use the FED method—focus, empathy, data. One element is figuring out how to get alignment throughout the organization. One big complaint from a marketing perspective is that content can live in silos and there’s no sharing. That can happen between marketing and product. I help with creating the culture of innovation among teams so you’re all working toward the same goal to drive the best results for the organization and have fun doing your job. I help manage blogs, podcast strategy, editorial calendars, and large content partnerships. I help be the extra voice, asking is this good editorial storytelling content? Does it feel humanized? Is it going to connect?

[14:39] How can we use brand storytelling to have more influence with stakeholders?Brand storytelling can help give you insights into what your audience is most interested in. As a content investigator, I go through tons of data internally and externally, so there might be other pieces of insights that people who are drafting content have that you as a product team don’t.

If you’re launching a product, storytelling helps generate awareness of the product through those stories.

Storytelling is like a marathon not a sprint. Anything that’s upper-funnel or mid-funnel takes a while, but it’s feeding that pipeline. Storytelling can help you understand what is and isn’t working—what messaging or features customers want to know more about.

When you collaborate with the editorial team, you can marry both teams’ goals and share more of what the product team wants to get across. Storytelling amplifies that message and gets it across to more people. Your company will have a consistent voice, and your customers will repetitively see the key messages you care about.

There’s a myth in marketing that if you build it, they will come. Obviously that’s not true. I wonder if in product there’s a myth that if you create it, they will buy it. Marketing and product need each other. It’s so important that storytelling go hand-in-hand with product.

[19:02] How do you manage a shared, consistent voice between the product and editorial teams?For ultimate success there needs to be open communication between leaders at the C-suite level. Everyone needs to be talking cohesively and be unified on goals. It works best if there is dedicated product person who is the liaison to the marketing team. This person should have monthly calls, shared content calendars, emails, and tons of transparency with the marketing team.

If you want to be that person, bring it up with your boss. If you manage a team and want to identify somebody who could be the marketing liaison, identify someone who wants to do it and is excited about it.

[21:55] Can you tell use more about the FED (focus, empathy, data) framework?Focus: Have three storytelling pillars. They keep you honed in on the three nuggets you’re going to be talking about as a brand. I like the third one to be a little bit of a wild card that differentiates your company.

Empathy: Cognitive empathy is the ability to understand how a person feels and what they might be thinking, and it helps us be better communicators. It helps you relay the best information that will best reach the person. Use empathy filters, which help you better connect with people. One empathy filter is data-informed empathy, for example if you know a percentage of your audience is parents with teenagers at home, you start to get insight into what life might be like for them. Another filter is SEO-informed empathy, for example if we see a large volume of people searching for advice on how to better communicate with teenagers, we can crate content around that. Human-informed empathy is shared feelings we can all relate to, like picking the longest checkout line at the store. Another one is nostalgia, and nostalgia in marketing is incredibly powerful. These are life moments a big chunk of people have gone through together, like experiencing COVID, growing up in the same decade, or having the same favorite toy or cartoon growing up.

Data: Data takes the guesswork out of what you should talk about.

You’re looking for where focus, empathy, and data overlap. A good storytelling plan needs all three.

[25:27] What’s an example of using the FED framework?When I was at Sleep Number, we created a storytelling program called Sleep 30. One of our storytelling pillars was around health and wellness. We knew from data that a lot of people were asking questions about sleep and there was a lot of confusion about it. Sleep Number is a leader in the sleep space, makes smart beds that help analyze your sleep, and collaborates with the Mayo Clinic on sleep science research. We knew we had an amazing bed that helps people sleep better from the sleep-tracking research, but people still have so many questions and are doing a lot of things during the day that may be sabotaging their sleep without realizing it. We took those insights and created a free online sleep wellness program called Sleep30. It’s a week-by-week plan that gives tips to improve your sleep.

This free program helped generate leads for the business and we got good feedback from people who went through it. It gives them so much value. Customers don’t have to be a Sleep Number bed owner to participate, and it’s a great way to reengage existing customers.

Action Guide: Put the information Sarah shared into action now. Click here to download the Action Guide. Useful links:* Listen to Sarah’s Marketing With Empathy podcast or search for it wherever you listen to podcasts * Learn more about brand storytelling on Sarah’s website * Connect with Sarah on LinkedIn

Innovation Quote“Don’t compare your beginning or middle to someone else’s end.” – attributed to Tony Robbins

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A process for improving product roadmapping using Objectives and Key Results – for product managersToday we are talking about roadmaps. Some product people love roadmaps, while a lot hate them. What can make them better? Our guest has had good experience creating roadmaps from objectives and key results (OKRs), and he is going to tell us how.

That guest is Michael Harrison. He is the Head of Product Management for Fleetio, a SaaS company that automates fleet operations to keep vehicles and equipment running smoothly.

Summary of some concepts discussed for product managers[2:11] What are approaches to product roadmaps have you used?As Fleetio has scaled, the needs of our roadmap have changed a lot. When we were small—seven employees—we operated on a project-based roadmap, a series of features with goals and timelines for when we hope to deliver those. That worked pretty well. When we were small, it kept us focused and we could afford major changes in direction. Now, as we’ve evolved, we need more of an outcome-based roadmap because it naturally keeps us more aligned as we get bigger. [3:58] What led you to incorporate OKRs into your roadmaps?

The first change we made was switching to more theme-based roadmaps. Having narratives for product strategy is inspiring and allows the go-to-market side of the organization align with product more easily. We found if you just select roadmap themes and put them on a yearly cadence, it’s hard to judge relative priority among themes and choose a cap for how many themes you should have. If you’re a customer-led organization, almost every idea is a pretty good idea. The question is, what are the best ideas? For the last two quarters, we’ve been doing OKR roadmaps, and it forces us to make sure everything we’re building ties up directly to our company’s objective. It forces us to think about relative priority because we can only choose a couple of things to ladder up to the top company objectives.

You need narratives, but you also need some cap on how those narratives tie to your strategy and how to measure which ones are making a difference.

[6:46] Have you found times when the strategic objective wasn’t the most helpful thing to guide OKRs?Yes, how you are going to pick the right things is the principal challenge of roadmaps. Not all your ideas are going to work. Think of the product team more like the marketing half of your organization—half of your ad dollars will be wasted; you just don’t know which half yet. The question is which things will have the most impact and can you reduce the impact of the things you’re going to get wrong? The OKR structure has given us a way to measure the impact of things. We don’t just have a flurry of activity each quarter. We have a flurry of activity in specific categories that are measurable.

[8:16] What is your process for roadmapping with OKRs?I think of our process as a four-layer ladder. We tie everything the company is doing up to five unchanging OKRs at the top level, for example our annually recurring revenue (ARR) is our North Star metric. We also have metrics for retention and expansion. That’s level one—company strategy.

Underneath that in level two, we think about what the product needs to do over the next year. What do we need to get better at? What kind of mission do we need to be on for the product to drive revenue, retention, and expansion?

Level three is what can we do this quarter? That’s where time bounds are very important because we’re planning where we want to be by the end of the quarter. That’s our outcome-based roadmap. What does the product need to achieve for users? What leading indicators can we measure that would tell us we’re driving the level-two product mission.

Level four is our roadmap. Those are the ideas, experiments, and features. These are loosely held ideas, hypotheses that can drive our convictions that ladder up to the top.

[16:05] What other benefits have you seen with creating the OKR project?A lot of product leaders listening can probably empathize with the idea that we lose sleep over the opportunity cost of our decisions. When we get bigger and have bigger teams, it is such a frustrating feeling if you don’t feel in control or don’t know the main direction the organization is rowing in. Having this OKR structure gives me a way to feel like our activity is rowing in a direction I believe in and can trust. It’s not a series of disconnected teams I have to check in with to make sure they’re on course. It helps me sleep better at night knowing our activity is going in a consistent direction.

It helps me coach product managers, designers, and engineers on the autonomy of what they’re building. It gives us a way to know we’re only a couple of weeks away at most from measuring what we’re doing, and we can’t dig a hole too deep before we realize we weren’t supposed to go in that direction. It’s a safety net that allows us to test our hypotheses.

I’m in less emotional conversations about ideas. People feel like they have their beloved ideas that they really want to execute, but we can analyze an idea with a little bit more of a systematic approach because we know we’ll have a way to measure it, and our process is more important than our outcome.

[18:42] What metrics do you use?We separate leading metrics and lagging metrics at the levels of the OKR structure. We have our North Star metrics like net revenue retention. Then at level two in our product mission, we almost always use lagging metrics. At level three, when we start getting into quarterly outcome, we need a leading metric that we are hypothesizing will move our lagging metric over time. At level three, you should be able to measure your metric every day and have it be meaningful.

When we choose a metric, we try to play out the game. I call them pre-mortems. We write what would happen if we hit this metric or what would happen if we didn’t hit this metric. If it just leads to more questions, we’ve probably chosen a poor metric.

[22:00] Tell us more about your pre-mortem.We have a written product culture. Something I believe in is that you build your convictions through writing, and I want product managers to be compelling persuasive writers. One of the template items in our product briefs that our product managers write is, What are the key beliefs? What are you operating within? What is your hypothesis? One of the reasons we write that is so we can be systematic to say there are ways this could fail. There are things we might be overlooking. There is a belief we’re operating within, and we’re not 100% certain this will go right.

I try to probe teams to explore what could go wrong. What are the scenarios in which you would know you’re on the wrong path? It’s extremely important to know those things ahead of time because once you’re in the middle of executing your idea, you have a subjective bias because you’ve put sunk cost and emotional cost into what you’re building. We try to think of those things long before we’re building.

[24:30] What challenges are you still encountering with product roadmaps?Two things happen when you’re very metrics-based: You pick bad metrics sometimes and you may have a tendency to make fewer major swings, to be less ambitious as a product team. If you’re outcome-based, you want as many green metrics as possible, so you try to make something more achievable. The I’m trying to push against that is using one of my favorite principles from game theory: What do you win when you win? I want design metrics so that if we actually hit the metric, we’re thrilled. Sometimes that would be a metric we aren’t likely to hit, but if you have a 10% chance of hitting a 50x outcome, that’s a bet you should take. Something I’d love to see us get better at as we design metrics is sometimes we need to take really ambitious swings because the payoff is worth the effort.

Action Guide: Put the information Michael shared into action now. Click here to download the Action Guide. Useful links:* Learn more about Fleetio * Connect with Michael on LinkedIn

Innovation Quote“As our island of knowledge grows, so does the shore of our ignorance.” – John Wheeler 

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A framework for digital transformation – for product managersToday we are talking about digital transformation and why it matters to product managers and leaders.

Tim Bottke is an Associate Professor of Practice in Digital Transformation at SDA Bocconi School of Management in Milan, Italy. He is also a Senior Partner at Deloitte Germany, specializing in digital transformation. Tim has more than 22 years of top management consulting and digital transformation experience, working with clients in more than 20 countries. He is also author of the new book, Digital Transformation Payday: Navigate the Hype, Lower the Risks, Increase Return on Investments.

Summary of some concepts discussed for product managers[1:54] What is digital transformation and why does it matter?It’s a good question with a not-so-easy answer. There’s not much of a common definition of what digital transformation is all about. It’s a transformation process toward digital. It’s just one tool that can help companies transform. It needs a good product to succeed. Just to say something is digital doesn’t make it any better. You need to find something that is better than the competition and is fulfilling customer needs. Digital can be a great help in making this happen but it’s not the solution in itself. Digital transformation is about the strategy you follow, because if you don’t know where you’re going, you spend a lot of money for digital hype buzzword technology that is not making any customer more happy or any product more profitable. Digital transformation is not an objective by itself. It’s a means to an end, and if no one has thought about what the end should be, it’s probably not a good idea. [5:59] What is an example of a successful digital transformation?

Let’s take the example of a telecom company. In a traditional business model, if a customer had an issue with the product they had to call the call center or walk into a shop. Sometimes the people can help, but sometimes the customer has a terrible experience. If this experience is transformed to digital-first, the customer opens an app on the smartphone and does everything themselves—no human intervention and no possibility for anyone messing up in the process.

As product specialists, you should think about the segments you want to serve. In many markets, you have segments that are not digitally savvy, and for them some of these transformations can lead to a worse experience, because there would be fewer people in the call center or the people in the shop would no longer be trained to help. If you want to serve your larger customer base, every product needs to accommodate not just the digitally savvy people.

Many other industries are following the telecom industry. Take the car industry. Car companies never had any end-customer connection. They produced cars and gave them to retail networks, and only the retail networks had direct customer interaction. That’s now changing. More manufacturers are doing direct sales, and all the new companies like Tesla are thinking about their product end-to-end, including the sales journey, and taking full control of everything.

As more and more subscription-based models come into place for more and more products, the companies really need to know their end customers. By selling directly, they suddenly have data, When I started working in the telecom industry, we walked into stores and watched people buying things to see how they behave. The more digital everything becomes, people think data can replace that customer interaction, but data never show emotions. If you don’t know how it feels to buy this product, you shouldn’t do a strategy for the product, because probably you’ll be terribly wrong, and no data on this planet will help you if you don’t do customer research in parallel.

[15:45] Can you share your framework for how to do a digital transformation project?I know every consultant just loves having frameworks, but that’s not the reason I put a framework in the book. You can use any framework as long as it shows an end-to-end journey.

For my framework, I use the analogy of a chemical experiment. Digital transformation is a big experiment with an unclear outcome, but many of these experiments fail—some say 70% or 80%.

Strategy: Before you set out, design what you want to achieve with the experiment. You need a strategy. That sounds obvious, but you wouldn’t believe how many experiments are started without anyone thinking even for 10 minutes how they will use this to win in the marketplace.

The strategy tells you how to win together. Often people wrongly think they don’t need strategy because the work is digital. Or they just play to play, not to win. That’s not what business is all about.

Catalysts: Catalysts make the experiment run. Are there new technologies that can make your experiment run at the speed you want? Is there a change in customer demand patterns? Is there a change of skills in your organization? Are there new sources of funding? In the book you’ll find many types of catalysts, which you need to be aware of to see whether the experiment will start.

The Reactant: This is the scope of what you’re doing. Often companies say they’re doing digital transformation, but the scope is at the frontier of the business. Only a single product or process has been transformed, e.g, the front end of the web shop. The core business needs to be transformed if there are catalysts for doing that.

Reaction Mechanism: Are you Agile? Often companies think they are Agile but are not because they just Agilize parts of the business. Often product managers start being Agile, and it ends when they release the product, because it doesn’t help to be Agile in just one corner.

Experiment Outcome: Can you measure the value you generate for a company with digital transformation? Often people say you can’t measure value created by digital, but you can and should. Only then will the translation to value for the company come.

The key to this framework is it’s about going end-to-end and not just thinking about one area.

[23:40] How can we have an appropriate scope or reactant that will get momentum without being too overwhelming?Often companies try to find a scope but don’t think about how that translates back to the core business. It’s not about doing everything at once. Instead, start somewhere where it’s easier to succeed and think about how to translate that back to your company.

Product people should be on the forefront of digital transformation, and they have the duty to think beyond a small area about the bigger implications and how they can help make that happen.

Action Guide: Put the information Tim shared into action now. Click here to download the Action Guide. Useful links: Learn more about Tim and the SDA Bocconi School of Management * Check out Tim’s book, Digital Transformation Payday* * Learn more about Deloitte

Innovation Quote“For every complex problem there is an answer that is clear, simple, and wrong.” – H.L. Mencken

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How product leaders can drive purpose and belongingThis episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise, and experience power the most recognized and respected innovative companies in the world. PDMA is the longest-running professional association for product managers, leaders, and innovators, having started in 1976. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org.

PDMA invited me to their conference, which was in Orlando, Florida, to interview some of their speakers. This speaker gave a keynote on “Reimagining Engagement in Product Development and Management: A Masterclass on the Employee Experience in the Future of Work.”Employee engagement remains very low, and everyone wants more of it. What seems to be missing from the conversation is an understanding of the science behind engagement. I want to learn how engagement is so connected to creativity and innovation, and I bet you do to.

Dr. Brad Shuck is an internationally recognized and sought-after thought-leader in the areas of employee engagement, leadership, and organizational culture. He is the author of Employee Engagement: A Research Overview (Routledge, 2020). He routinely works with leaders throughout the public and private sectors, and his insights are widely applied in the world’s largest Fortune 500 and Fortune 50 companies, as well as small- and medium-sized organizations seeking to grow and empower employees at all levels.

Summary of some concepts discussed for product managers[3:19] What is employee engagement?We define engagement as maintenance, intensity, and direction of effort given to something. Employee engagement is what one gives at work, in a job or to a project. We can apply those ideas to spaces like creativity, innovation, and development and look at engagement from a variety of perspectives.

Maintenance is the ability to maintain putting energy into something. How willing am I to stick this out?

Intensity is how much one is willing to give. Am I willing to do things differently to be part of this? When people are really engaged in something their level of energy is intense.

Directionality separates employee engagement from other job attitudes like commitment or satisfaction, which have a sense of status quo. Engagement has a driving force that pulls us forward.

Belief is a really powerful force in engagement. Belief has an emotional connection. Our beliefs drive our behaviors. When we believe in a product or an innovation, when we’re sold out to an idea, engagement happens naturally because there’s some sense of belief and purpose in what we’re doing.

[9:13] You take an evidence-based approach to improving employee engagement. What does that mean?We use science to drive decision-making. My job as a research faculty member at the University of Louisville is to do primary research, running field surveys ad talking to people. We do mixed methods research—blending qualitative and quantitative research. From that we derive insights that help us understand what steps leaders should be taking today. Using an evidence-based strategy helps leaders make evidence-based decisions.

[12:04] What can product leaders do to improve employee engagement?Build a community around you. Be intentional. Culture and engagement don’t happen by accident. There’s a narrative you can use to drive engagement.

There are two areas of currency right now around culture and engagement: purpose and belonging. Having a direct line of sight to work that is meaningful and knowing how my work impacts the end product are important.

Belonging has everything to do with how I see myself here. Do I fit here? Is this a place I can be myself? Am I part of the team? There are messages we get that build over time and tell us whether we really belong here or not. Is this a place I can raise my hands in meetings and give my best ideas? Or maybe I’ll just keep those to myself. As a leader, you’ll see disengagement. Sometimes it looks like physically pushing back from the table in a meeting or someone who is normally vocal staying quiet. Investigate those things. Driving that sense of purpose and belonging is absolutely critical to driving engagement.

[15:31] What suggestions do you have to drive belonging?I love the idea of pizza parties, but it’s not the pizza; it is the intentionality behind it. We’re gathering together to just get to know one another. We just happen to be having pizza. Helping people know they belong is often rooted in things that are easy to do but easy to not do. It’s a simple recognition that says, “Hey, I see you and I value you.” That can come in the form of an email: “You did a really great job in this meeting. Thanks for speaking up.”

Somebody spoke words of encouragement to me today at the PDMA conference. They didn’t have to take their time to do that. That’s a gift for me. Now I’m thinking, “Maybe I need to become a PDMA member. Maybe this is a place that I could belong.”

We need to almost overcommunicate that sense of belonging to new employees. Maybe they get a box of swag from us, which is about helping them know we’ve anticipated their arrival and there’s an expectation for them to be part of something. Those kinds of things not only build engagement but also build a sense of loyalty and pride in the team. People say things like, “I’m proud to work here.”

[19:29] Product VPs and other leaders may feel lonely, like they don’t have anyone they can talk to who understands their work and problems. How can we help with loneliness?Community is really important here. I was talking to the senior vice president of a very large tech company about helping with activities for an offsite retreat. I started to go through a list of activities, and then I mentioned that leadership can sometimes be really lonely. I could see her facial expression completely change, and she said, “We’ve got to talk about this. Can you talk about loneliness to my team?”

And that’s what we did. What was scheduled as a 90-minute session turned into a four-hour listening session, asking, “How are you? Are things okay? What are you doing to care for yourself? How are you pouring into your bucket, because you’re pouring a lot into each other.”

We ended the conversation saying, “This team here has to know, each individual member has to know they can come to anybody on this team and you’ll have their back, that there’s a sense of community, that this team is aligned. If you don’t have that, you’re working on islands. That sounds really for good for a week. The longer that goes on the more isolated we feel.”

I think right now there are a lot of leaders and employees who are lonely. This is why purpose and belonging are such critical factors in driving culture and engagement.

Make sure you’re being inclusive in group events. Make sure you invite people who need to know they belong. Many times I assume someone knows they are invited, but it’s really important to invite people. Tell them, “We’re going to do X. Do you want to come with us?” even if you think they know they’re welcome. It’s okay if somebody says no. It only matters that you extend the invitation.

[25:00] What else should we know about improving employee engagement?Engagement is a long game. Engagement and culture, which is how it feels to work somewhere, develop over time.

Use data to help drive decision-making. Make sure those data are valid and reliable, i.e., you can trust the data.

Action Guide: Put the information Brad shared into action now. Click here to download the Action Guide. Useful links:* Visit Brad’s website * Connect with Brad on LinkedIn or Twitter

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How product managers can align stakeholders on product projectsToday we are talking about the need for product leaders to manage stakeholders and the associated challenges this creates. Aligning the perspectives of stakeholders on a product project is desirable as well as difficult.

Helping us with this difficult task is Bruce McCarthy. Previously, Bruce joined us for a three-part series on creating and using product roadmaps. He is the co-author of the book Product Roadmaps Relaunched: How to Set Direction While Embracing Uncertainty. He is currently working on a new book project, co-authoring Aligned: Stakeholder Management for Product Leaders. He is also the co-founder of Product Culture—one of his customers said about Bruce, “Coach, trusted advisor, organizational therapist—like me, you’ll probably hire Bruce because of his experience in product management or his skills as an Agile coach.” What a great quote.

Summary of some concepts discussed for product managers[7:13] How did you move from focusing on roadmaps to focusing on stakeholder management?When we wrote Product Roadmaps Relaunched, we knew just producing a roadmap is not the goal for product management teams. The goal is alignment of the team. As part of a workshop on roadmaps, I was briefly covering tips for gaining alignment, and someone told me, “I really enjoyed the workshop on roadmaps, but we need a workshop on alignment. This is the stuff nobody teaches. This is the stuff that allows you to take any framework, any bunch of data, any existing team, and glue it together.”

I came to the realization this person was right. It’s the hidden skill of being able to influence without having authority that is the difference between a product manager who would seem on paper to tick all the boxes and one who’s really going to be successful.

If you’re a product manager, you cannot issue orders, so you have to influence people. You can’t say, “This is where we’re going,” so you have to convince people where you should be going.

[10:49] What are the challenges that leaders face in getting other senior leadership in the organization aligned around feature prioritization?Making good decisions is not the challenge; the challenge is getting people aligned with those decisions so you’re not constantly second-guessing or shifting priorities. If there’s a lot of disagreement on which features come first, that reveals there is not good alignment on goals—not the what but the why. Everyone has their point of view, and it’s up to you as the product manager to articulate not the ordered list of features but your vision for the future of the product, why it’s so great for the customer and the company, and how you will measure success with dollars and cents for the company. Given those assumptions, the priority list becomes much easier to agree on. You can still argue a little bit, but now you’re debating the best solution to the problem because you’ve agreed on the problem.

[17:51] What can product leaders do to create stakeholder alignment?It’s easy to think you agree because you’re using the same words when you don’t actually agree, or to think you’re not agreeing when you’re using different words to mean the same thing. It’s helpful to think about stakeholders as a type of customer. For decades, product managers have been told they need to understand the customer, and they’ve been taught a lot of skills in customer discovery, but they forget all about that when they’re talking to people inside the company. That’s a mistake.

We segment customers. We can also segment stakeholders. In the company, we have different departments, functions, and levels of authority. I’ve developed the TIPS Framework to classify stakeholders into four categories:

Team—people who are working on the product day-to-day
Impacted—people who are impacted by the decisions you make, e.g., customer support people
Power players—people who are not in the direct line of authority for anybody on your team but whose judgement is considered by the executive team
Subject experts—people who have knowledge you need even if they’re not interested in your product, e.g., legal team

Make a canvas, just like a business canvas, to figure out whom you should be talking to. Go to them and do a customer discovery interview. Instead of just showing your roadmap and asking them to sign off, ask about their business and job. Ask what success looks like to them and where they’re struggling.

Goals specific to a person’s role are obvious and easy to talk about, e.g., they need to generate a certain number of leads. What’s harder to talk about are people’s personal needs, yet we talk about those with customers too. It’s the same with stakeholders. If you know someone wants a promotion, you can position your product as something that will make them more visible as a successful contributor to something awesome.

[24:22] Do you have a story you can share with us about stakeholder alignment?First I have a disaster story. I created my first software product as a product manager, Letter Builder. It was an online print and mail shop in the 90’s before anything like that existed. It was a total utter flop, doomed from the start. It was not doomed because the customer didn’t care. I did a bunch of research, and I think there was an opportunity for product-market fit there. And it wasn’t that the product didn’t work. It was that we didn’t have product-company fit.

We were two weeks from launch and I went to ask the VP of marketing what the promotional plan was, but before I could ask, she asked me what the promotional plan was. I spluttered for a minute and came up with a few ideas the marketing team could do. She stopped me and said, “You don’t understand, Bruce. My team’s time and budget are completely allocated to promoting our core product that we’ve had for years. Your new product sounds great, but I have no budget or time for that.”

I stumbled out of there not knowing what I was going to do and spoke to the Head of the Sales. It was the same story. The comp plan was set and we were not going to change it, so they had no interest in selling the product. I stumbled from there to lunch with the president and CEO who were taking me to lunch to celebrate that I was about to ship the product, and their first question was, “What are your expectations for the product?” And it was a very quiet lunch. The product went absolutely nowhere.

I learned a lot about what not to do or rather what I needed to do that I had neglected to do about getting stakeholder alignment.

[27:27] Can you share a success story?Chase Morsey joined the product planning team at Ford Motor Company right after World War II, and he was super excited because he’d been a Ford driver his whole life and loved the Ford V-8 engine. When he joined, he discovered they were going to discontinue making V-8s because the procurement and finance team had decided they were too expensive and unprofitable. Chase went to his boss and said, “I think this is a huge mistake. People buy the car because of the V-8.”

His boss said, “You might be right, but all the executives are aligned on this plan. What are you going to do about it?”

Chase decided he was going to do something about it. He did the first market research Ford had ever done with customers to find out why they bought a Ford or a Chevy, which was the main competitor at the time. He went to the dealers and confirmed they all felt the V-8 was their only weapon against the Chevy, because the Ford was slightly more expensive. Chase bought a Chevy and had the team pull it apart and source all the parts. They discovered the Chevy V-6’s parts were slightly more expensive than the Ford V-8’s parts. Chase talked to manufacturing and found they were working on a plan for more efficient assembly and could reduce the cost of assembly. They worked out that they could make the V-8 for $50 less per unit than Chevy was making their V-6.

Chase worked with all the departments—marketing, sales, dealers, customers, finance team, procurement team, and manufacturing team—and he synthesized a plan for making more money on the V-8 rather than less. He went to the executive team and presented everything. The executives kept questioning him and his assumptions, and every time they did, somebody from another department stood up and said, “No, he’s right. We did the analysis.”

It took all day, but the executives eventually had to back down and uncancel the V-8, which went on to become the motor for the Mustang, the Thunderbird, and every other well-known Ford. Chase not only saved those cars but also might have saved the company from extinction.

If we could all aspire to be like Chase Morsey, we’d have a really strong product culture in our companies.

Action Guide: Put the information Bruce shared into action now. Click here to download the Action Guide. Useful links: Visit ProductCulture.org * Join the Early Reader Club of Aligned: Stakeholder Management for Product Leaders * Join Product Culture’s Roadmapping Masterclass and get 40% off with code 40BY2022*

Innovation Quote“A true leader is not a searcher for consensus but a molder of consensus.” – Martin Luther King, Jr.

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How product managers can go beyond the obvious in VOCPDMA invited me to their conference, which was in Orlando, Florida, to interview some of their speakers. This speaker spoke on The Key to Successful Voice of the Customer (VOC) in Agile Teams.

This episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise and experience power the most recognized and respected innovative companies in the world. PDMA is also the longest-running professional association for product managers, leaders, and innovators, having started in 1976. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org.

Agile teams need to know what they are developing, and VOC is a tool for understanding what customers need. However, traditional VOC doesn’t meld well with development accomplished in a series of sprints. We’ll discuss how to get more benefits from VOC in Agile teams.

We are with Kristyn Corrigan. Kristyn is a principal and co-owner of Applied Marketing Science, a Boston-based market research consultancy that helps companies develop better products and services through harnessing the power of customer insights. She specializes in helping companies understand stated and latent customer needs through in-depth interviewing and ethnographic observation. She also trains companies to create and implement their own in-house Voice of the Customer programs.

Summary of some concepts discussed for product managers[2:38] What is Voice of the Customer (VOC)?There’s a temptation to think of VOC as any type of customer data, but when we think about VOC in a more systematic sense and fueling product development and innovation, we’re thinking about an in-depth understanding of customer needs. What is the customer trying to accomplish? What is the job to be done? What problems are our customers looking to solve? What things are important to them that the market isn’t currently delivering on? Effective VOC is understanding your customers in an in-depth way and getting beyond the obvious.

[5:50] Can you talk about the friction that happens with VOC and time-box sprints?Systematic voice of the customer is uncovering a complete set of customer needs that are prioritized by customers. Ideally, this process happens as early as possible in the stage-gate process, but it takes months and months to accomplish. That is in direct conflict with Agile teams’ working on tight timeframes and constantly iterating. These Agile teams might already have a product concept or prototype and still need customer insights. How can we infuse VOC into those moments and get meaningful customer insights? The aim is to be able to fail quickly. To do this, we need three pillars.

[7:34] Tell us about the three pillars of using VOC with Agile.The first pillar is planning. The first part of planning is answering the question, “Who are the types of customers we really need to get feedback from?” The second part is figuring out what you’re going to have customers react to, which is the minimum viable stimulus. You want to show customers something that’s really easy to change. Don’t be too attached to a prototype.

The second pillar is asking the right questions to get beyond the obvious and get the information we need. Showing the customer a minimum viable stimulus and asking, “Would you purchase this product?” gets us a yes or no answer and does nothing for the development or optimization of the product. Instead, we want to understand why or why not the concept or prototype is appealing. We want to dig deeper to understand the individual features of the concept or prototype, what’s most appealing, what’s least appealing, and what jobs it accomplishes for our customers. We want to map back to customer needs. Ask, “Is the prototype accomplishing what you need it to do? What else could it potentially do? Did we miss anything big?”

[12:14] Are there some general questions you like to ask customers?I love to ask customer to tell me stories. It’s a great way to organically get at the needs that may not be top-of-mind for them. I have them tell me about the last time they used a product or experienced a service.

For example, I was consulting with a company that manufactures accessories for enteral feeding pumps. They were developing a new bag and set of lines for these pumps. We started an open-ended exploration of how patients and caregivers interact with the pumps. One of the biggest insights we gained was the prototype had a bag the food was stored in that was extremely crunchy. When people described the experience of using one of these devices in public, they talked about how self-conscious they were and how they didn’t want to draw attention to themselves. That was not something the company designed to when they made their prototype, but after talking with customers and understanding their emotions and the story around this product, they ended up completely changing the prototype.

[16:09] What is the third pillar?The third pillar is backlog prioritization. Agile teams have a backlog of features they’re managing toward, and we want to make sure we’re keeping that in mind through our voice-of-the-customer process. As we’re talking to customers, which typically happens in sets of five to ten interviews, we want to be iterating the concept as often as we need to, and that involves reprioritizing things. We shouldn’t be afraid of going back and changing the way we talk about a particular aspect of the product or removing a feature and seeing what customers think then.

[17:42] When do you do your five to ten VOC interviews?Typically I do the five to ten interviews once the minimum viable prototype or stimulus is created. You don’t have to wait until the interviews are done to make changes. Make adjustments to the backlog or concept as needed while the interviews are happening. You’ll know if you need to do another round of interviews if you’re hearing varied feedback. You may realize you have more than one market segment and the segment you thought would be your primary market is not the primary one, so you may want to change the types of customers you’re speaking to.

[19:02] Do you do these interviews one-on-one or in a group setting?We’re not doing the traditional exploratory VOC where you’re talking to 30 customers and trying to get an exhaustive list of customer needs. Instead, our process is needs-focused around a minimum viable stimulus that the customer is reacting to.

At the outset, we use screening criteria to profile the different types of customers we want to speak to. In the enteral feeding example I just talked about, we wanted to speak to patients, in-home caregivers, and professional caregivers.

I find that for VOC interviews with Agile teams, one-on-one interviews are best. You’re able to dig deep with an individual customer to understand their experiences, stories, and emotions. In a group setting, there’s sometimes reluctance to go deep and customers have to share air time.

[20:56] How do you set up the interviews?Before 2020, the majority of these interviews were in-person, often because there was something we wanted customers to touch and interact with. Now we’re increasingly doing these interviews virtually, which is great because people are comfortable virtually. The most important person to have present in the interview is a skilled moderator who will guide the conversation. It’s nice to have a second person there taking notes and providing prompts if the moderator misses something, but I recommend that one person lead the interview. Otherwise it can be a little overwhelming for respondents and start to feel like an interrogation if it’s a two-on-one situation.

Sometimes we send products to customers ahead of the interviews, for example, the bag in the feeding pump example.

[23:19] Is there anything else we need to know about prioritization?It’s important to do frequent check-ins with the team to prioritize the features of the concept, because it informs the types of questions you’ll ask other customers as you continue with interviews. Teams shouldn’t shy away from changing course and adjusting what they ask. These are qualitative conversations, not quantitative testing. You don’t have to ask every single customer the same exact questions and tally their responses. It’s an iterative process.

[25:39] What should an Agile team do if it finds it has two different features in the backlog that seem contradictory?When teams are faced with contradictory specs or features, it’s great to have customer data to go back to. One possibility is to go back to the same customer and talk about it. If you can’t, perhaps you need to talk to other customers.

I love having transcripts of interviews so you can go back and pinpoint details.

The transcript is also a great tool to reference for marketing and sales language. Keeping the customer language is critical.

[28:48] What is the different between a minimum viable product (MVP) and minimum viable stimulus (MVS)?I view MVP as the next step from MVS. The MVS is easier to change. We can’t be afraid to go back when we get it wrong and make adjustments. Once we have a product, we’ve already put a lot time, effort, and money into it, and it’s harder to kill that product if we need to.

Action Guide: Put the information Kristyn shared into action now. Click here to download the Action Guide. Useful links:* Learn more about Applied Marketing Science * Listen to episode 071 on VOC with Gerry Katz

Thanks!Thank you for being an Everyday Innovator and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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How product managers can build authentic confidence Today we are talking about how to unleash confidence. As product professionals, we need authentic confidence.

Joining us is Dr. Joan Rosenberg, a cutting-edge psychologist known for her work in communication, confidence, resilience, authenticity, and grief. She is frequently sought by media and companies to speak and train on these topics. She is a clinical professor of psychology at Pepperdine University and author of several books including her most recent book, 90 Seconds to a Life You Love: How to Master Your Difficult Feelings to Cultivate Lasting Confidence, Resilience, and Authenticity.

Summary of some concepts discussed for product managers [2:17] How does self-talk impact us? Negative self-talk comes under the category of harsh self-criticism, which is considerably more damaging than people believe. Most people think harsh self-criticism is equivalent to unpleasant feelings, but it’s not. Unpleasant feelings do nothing to sabotage ourselves, but harsh self-criticism is like dropping 10 or 20 stories in an elevator—it takes you down. Harsh self-criticism is a distraction from unpleasant feelings. We don’t control what we feel, but we do have a lot of control over how we think. When somebody gets upset, they quickly shift to harsh self-criticism, ostensibly to take control of the unpleasant feelings they were feeling.

Harsh self-criticism is damaging and very severe. I think it promotes depression and plays a big role in people’s becoming suicidal. It’s one of the most damaging things people can do. The recommendation I make is to speak and act in the direction you want your results to be—positive not negative.

[6:47] How can we build more authentic confidence? Building confidence for me came out of two important questions: How does somebody develop confidence? And what makes it difficult for people to deal with unpleasant feelings?

Confidence is the deep sense that you can handle the emotional outcome of whatever you face or want to pursue. It’s not about positive feelings. It’s our ability to tolerate the challenges we face and the feelings that come with that. My focus is on eight unpleasant feelings:

sadness
shame
helplessness
anger
vulnerability
embarrassment
disappointment
frustration

The foundational element to building confidence is to be able to experience and move through unpleasant feelings. The steps to confidence are:

Experience and handle unpleasant feelings
Speak up with ease
Take action
End harsh self-criticism
Absorb compliments

[9:52] How do we move through those unpleasant feelings? Most of us come to know what emotions we’re feeling through bodily sensation—tightness, heat, heaviness, etc. People find it so hard to deal with unpleasant feelings because we don’t want to deal with the bodily sensations. We distract ourselves. Instead, you want to ride the bodily sensation “waves.” When a feeling gets triggered, there is a rush of biochemicals into the bloodstream that activate the bodily sensations, and they flush out of the bloodstream in 90 seconds. If you can just breathe into the process as you’re experiencing a feeling, you can stay present in the feeling and link up your feeling with your thinking to help you make decisions and take action or express yourself so you can make use of the feelings.

When you stub your toe, you’re in pain for a moment. You take a deep breath and hold on to that toe till the pain subsides. Similarly, when you have a quick emotional reaction, if you take some deep breaths, you stay present in the experience, and it’s always going to subside.

[15:46] How do we speak up and express ourselves with ease? People don’t experience unwavering confidence until they’re able to speak with ease. That means you can say what you to say with whom you need to say it when, where, and how you need to say it. It has to come out in a kind and well-intentioned manner.

Difficulty speaking up is not a speaking problem; it’s a difficulty with unpleasant feelings. When you first start speaking, you’re trying to deal with your own emotional discomfort. Then, you have to be willing to experience the other person’s discomfort. If you don’t handle unpleasant feelings, you’ll have a reluctance to speak up. It’s super important that you understand that your growth and greater ability to speak with ease is going to come the more you develop your capacity to handle unpleasant feelings.

[22:01] How do we take action? Both in speaking up and in taking action, you’re not confident, and then you do it and become confident. If I want to learn how to play tennis, and other people will be watching, I go play tennis and then develop the confidence. Repeatedly taking action and handling the emotional outcome build confidence.

[23:57] How do we end harsh self-criticism? Harsh self-criticism is unbelievably damaging, and it’s a distraction from unpleasant feelings. It’s an effort for you to take control of that process. Breathe and be aware of what you’re doing. Make a conscious effort to stop it or go back to what unpleasant feeling prompted you to talk to yourself in that manner. Think about what was hard for you to think, feel, know, or bear that prompted you to beat yourself up. Think, speak, and act in the direction you want your results to be. You don’t want negative results, so you shouldn’t be talking to yourself in a harsh way.

[25:46] How do we absorb compliments instead of deflecting them? Compliments are like a reflection. When people give you a compliment, they’re holding up a mirror to you, and when you dismiss them, not only are you dismissing the other person’s reality, you’re dismissing your own reality. When you get compliments, especially repeated compliments, and absorb them, you’re leveling up or updating your sense of self-image. If you don’t do that, you stay hooked into the same self-image you have held of yourself.

People tell me they don’t want to get arrogant, but the people who seem arrogant actually feel inadequate or insecure. People who feel good about themselves have no need to tell you.

Many people will think a compliment is insincere if they give insincere compliments. Hear the compliment and trust it is sincere. If you give insincere compliments, stop that practice and say what you really mean.

Action Guide: Put the information Joan shared into action now. Click here to download the Action Guide. Useful links: * Visit Joan’s website * Check out Joan’s book, 90 Seconds to a Life You Love

Innovation Quote “We disappoint our way to success. We don’t succeed alone.” – Dr. Joan Rosenberg

Thanks! Thank you for being an Everyday Innovator and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

90 Seconds to a Life You Love: How to Master Your Difficult Feelings to Cultivate Lasting Confidence, Resilience, and Authenticity

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Apply to join the Product Mastery Now Community — Application deadline is November 28th. Product managers, take note—the value of adding a community to your product Today we are talking about the value of community. Some products are started as a community while other products add a community aspect later. Of course, many products exist without a community, but that may be missing opportunities. Let’s find out together how community can benefit products.

Joining us is Patrick Woods. He is co-founder and CEO of Orbit, the leading community growth platform. He’s worked with business leaders from some of the world’s fastest growing businesses to leverage the power of community. He’s the co-creator of the Orbit Model, host of the Developer Love podcast, and author of the Brand Strategy Canvas.

Summary of some concepts discussed for product managers [3:38] What does community mean? I like to define communities based on the expectations of community members. In this framework, there are three types of communities: product, practice, and play. In a community of play, members come together to have a good time. This could be folks who get together to play basketball on Saturday afternoons. The sole purpose is to have fun, meet each other, and have a good time. In a community of practice, members learn about a skill or discipline. This could be a Discord community for CTOs. The goal is to get better at something, to network, and to skill up. In a community of product, folks come together to get better at and talk about a specific product. The Orbit community has users who come together to talk about how to more effectively use the tool. Communities are often a blend of practice and product.

[9:26] What is the value of communities for companies?

An active and healthy community de-risks and accelerates almost every part of the business. What better way to drive awareness for your product than to have an army of thousands or tens of thousands of people eagerly talking about your product? An active community drives adoption and onboarding because you have customers willing to answer other customers’ questions, which increases retention. A community helps with product discovery, since you can get feedback easily. You can recruit new employees from a community.

[12:24] What are your insider secrets for starting a community successfully? Part of my answer will sound philosophical and part will sound tactical. When you start a community, you can think of the process like a customer discovery process. Ask questions like, What’s the market like? Who are my potential customers? What is the overlap between the things the community needs and the things I can provide? Get specific with that. Having a community because everyone has one is not a strong case for a community.

Before launching your own community, spend time in other adjacent communities. Learn what the conversation are like, what challenges and themes come up again and again, and how people talk in that space. Find gaps in the market and build credibility. By that point, you’ll have a positioning map of how your community is going to be different and why it matters to your prospective audience.

To gain interest, produce a series of event around your market need. Now you’re creating value for your potential community members. Invite people in those adjacent communities to the events. Then, you can onboard them to your community.

To create a successful community, first ask yourself, what value can I create for these people? Some people treat their community as nothing more than a source of data. That’s a very short-term view on what a community can be. Create value for your community members and you will capture value too.

[19:20] How do you craft trust in your community, especially if you’re disclosing things you would not want to fall into the hands of a competitor? We lead with trust. We don’t really do NDAs when we’re talking about features or roadmaps. Most of these folks are people we’ve met over the years and had dinner with at conferences. They feel almost like part of the family.

[22:15] What resources do we need in place so the community doesn’t fall apart? You can think of this as a hierarchy of needs. At the bottom is the fundamental question of who is out there and what are they doing. This is the first problem we had to solve with Orbit, which is a platform for community growth. Our customers have huge communities online spread across a ton of platforms—a support forum, Discord for live chat, GitHub for code, social media. etc. Many community leaders found it hard to asses the health of the community because the data is siloed across so many platforms. It’s hard to understand the individual customer’s journey without Orbit. With Orbit, you can see that Patrick followed you on Twitter a month ago, created a trial of the product the next day, came to your forum that same day and asked a bunch of questions, sent a tweet about how awesome that was the next day, and converted to a paying customer a week later. If you can see that journey at the individual level, you can roll it up into all sorts of aggregate views as well. We want to disambiguate user accounts on platforms to actual humans so our users can understand the people in their communities.

We have a metric called love, which might sound hippie or silly, but for us love is a thing you can measure, and it’s a function of the recency, frequency, and quality of a person’s participation in the community. If you’re not careful, it can decay over time. We observed that love as a concept is important because not every activity is created equal. Someone following you on Twitter is nice, but someone attending your customer advisory board meeting month after month is much more meaningful. Measuring love is a mechanism for understanding the shape of your community. We measure community growth and look at community-qualified leads and revenue attribution to the community, e.g., if someone is active in the forum, are they more likely to convert to a paying customer? Orbit can help you answer these types of questions and drive better decision making about how to resource the community.

The bottom of the hierarchy of needs is bringing visibility to all these different people. Over time, that data can turn into insights, and the insights can turn into actions and programs. For example, Orbit can show you the ten new active people in your community, and you can send them a Twitter DM welcoming them to the community.

Action Guide: Put the information Patrick shared into action now. Click here to download the Action Guide.

Useful links: * Learn more about Orbit’s open-source model * Learn more about Orbit * Connect with Patrick on Twitter @patrickJwoods

Innovation Quote “The counterfeit innovator is wildly self-confident. The real one is scared to death.”– Steven Pressfield, The War of Art

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Lessons from launching a #2 Product of the Year on Product Hunt – for product managers Today we are talking about getting attention for your product launch. Joining us is a co-founder who got his product to #1 Product of the Day, #1 Product of the Week, and a finalist for Product of the Year on Product Hunt. That’s a lot of attention.

His name is Ken Babcock, and he is the Co-founder and CEO of Tango. Tango allows you to simply create step-by-step tutorials of anything you do in a web browser or on your computer desktop—it simplifies creating instructions or workflows.

Prior to Tango, Ken spent most of his career in the Bay Area at Uber, where he held roles in Launch Operations, Data Science, and Product Strategy.

Summary of some concepts discussed for product managers [3:12] What insight or problem led you to create Tango? I met my co-founders, Brian and Dan, at Harvard Business School. When we met, we kept talking about team performance. One of the barriers to high performance is creating documentation. It gets outdated quickly, and when it is outdated, people tend to ping you and ask you to update it. The emotions associated with teams creating documentation, which is a conduit to sharing knowledge, were very negative. We thought about how we could shift that to a more positive experience and cut down on pain points.

It takes a long time to create documentation. How could we make this passive? Could we make it something people do in the flow of their work? You go through your process and we create the documentation for you.

I reflected on my Uber experience, where I was on a launch operations team. We took what we learned from cities we had already launched in and applied it to cities we were about to launch in. It was a constant recalibration of our best practices.

[7:48] How do you think about the strategy for getting attention for a new product launch?

Your strategy has to be within the context of what your product is. It all comes back to the product you’re offering and the value proposition to the end user. We were a product-led company, meaning people would download the Chrome extension we’ve built and use it to solve their day-to-day tasks. We were speaking directly to those end users. The call to action was, “You need to go download this because you’re spending too much time creating documentation.” Make sure all those pieces are tight—you understand what you’re selling, the typical emotion, who your customers are, and how they find your product. Product Hunt is not one-size-fits-all. Product Hunt is a great way for early product adopters and end users of technology to find tools. Our strategy informed our decision to launch on Product Hunt because that’s where we were going to meet a lot of customers. To start the conversation, you have to know who the people you’re communicating with on launch are.

[10:54] Take us through the specifics of launching on Product Hunt and getting a product to the top of the charts. On Product Hunt, every day a new batch of products launches, and those products get upvoted as people interact with them. There’s a #1 product of the day, week, month, and year. We got our product to the #2 Product of the Year, which was pretty cool. Product Hunt is a great way for new products to get visibility; it’s free marketing.

To launch on Product Hunt, you upload a quick blurb on what it is and a few screenshots that walk through what the product does. Someone hunts your product. It’s a good signal if a strong hunter hunts your product. This is all geared toward getting attention and upvotes, because if you get upvotes, more people will see your product.

Those blurbs and screenshots are not a lot to get people to understand the product. We had to be really tight on that messaging. We had to be very clear on what our product does, what it’s solving, and the impact it will have on the end user. Product Hunt is an all-day affair. We launched at midnight Pacific time, which gives time for Europe to interact with it. Our team was up around the clock pinging people they know and asking friends and beta users for upvotes. Product Hunt is a unique platform, but it’s phenomenal free marketing to a community that’s going to readily try your product and give great feedback.

[15:03] What help did you have with creating messaging? When we launched, we had been in development for about a year, and we had brave, generous beta testers who were willing to try the product in exchange for giving us feedback. We listened to the vocabulary customers were using to see how the product was resonating with customers and used similar language in our messaging.

[17:27] Tell us more about the hunters on Product Hunt. Product Hunt has tried to remove a little bit of the impact a hunter can have. It used to be there were super hunters, and if they gave you their stamp of approval, you were pretty much guaranteed to get in the top five for the day. When we launched, the role of hunters had diminished, but we had someone in our network, Clair Byrd, who was an exceptional marketer, and we involved her in the launch. She gave us a ton of good feedback. She told us to not frame our product as a vitamin—this will be good for you. You should frame it like a painkiller—you have a problem that needs to be solved now, and this product will solve it.

[20:13] What campaign did you have in place for launch? We had about 200 beta testers. During development, we had been creating a waitlist and had captured emails. We listed our product as Upcoming on Product Hunt. We ran a big email campaign and segmented folks by what time zone they were in so it hit them right in the morning on the day of launch. We posted on LinkedIn and Twitter. We were getting as much free, organic marketing as possible.

Built into the product is a collaborative loop. Documentation is a team sport, so you’re usually creating it so share with somebody else so they can replicate your process. The collaborative loop in our product led people to find Tango via Product Hunt. The people they shared it with would find it on Product Hunt. We had 1300 upvotes on the first day, and in two weeks we had 10,000 users of Tango, many from the collaborative loop.

[23:17] What have you done to promote the product since launch? A year from when we launched, we’re at 175,000 users. Forty percent of those have come referral through the collaborative loop. We’ve remained diligent about thinking about the end user. User-generated content has been really powerful. TikTok has been a huge channel because it’s user-generated content, and Tango shows really well visually and can be shared in a short snippet. We’re always thinking about how we continue to speak to the customer, and often customers speaking to each other is the best thing you could ask for.

[26:01] What are you doing to use user-generated content for marketing? Some of it is organic. We pay for sponsored contact on influencers’ channels. We collect user testimonials and have been writing up case studies. In the product, we ask for reviews on the Chrome store and G2. When power users get to a certain threshold, we ask them inside Tango if they would like to review Tango on the Chrome store or G2. We get as much of our marketing as possible from users and have the ability to get reviews built into our product.

Action Guide: Put the information Ken shared into action now. Click here to download the Action Guide

Useful link: * Learn more about Tango

Innovation Quote “Nothing is more damaging to an adventurous spirit than a secure future.” – Jon Krakauer, Into the Wild

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Answering the questions that lead to optimal product pricing Today we are talking about how to price B2B SaaS products, learning from pricing examples. Joining us is Marcos Rivera, the author of the new book Street Pricing: A Pricing Playlist for Hip Leaders in B2B SaaS. Marcos is a pricing specialist with deep roots in product management, having served in roles from product manager to executive senior director for product management. He has leveraged his experience to specialize in pricing for the last several years and founded Pricing I/O to train and coach high-growth B2B SaaS companies on how to accelerate Annual Recurring Revenue (ARR).

Summary of some concepts discussed for product managers [2:18] How did you find yourself moving from product management into SaaS product pricing and packaging? I started building products way back in the nineties and cut my teeth on creating and crafting products starting with basic integrations. Everything I built I had to price. It wasn’t easy. I had to dig deep and learn how to do it because the success of my product depended on it. I realized it’s not as formulaic as I thought it was. There’s not a spreadsheet that cranks out the optimal price. I realized there is a pattern and a way to understand value and capture it with pricing.

[4:20] Can you take us through a story about product pricing?

I worked closely with the company Mindbody, a fitness SaaS company. They raised prices without data or a good value story, and their customers reacted negatively. We had to step back and take a look at how we think about capturing value in cases where it’s warranted and whether we’re raising prices in cases where it’s not warranted. Most companies want to increase the number of customers and extract more value from the existing base, which is not easy to balance.

For pricing and engagement, we go through the 5Q Framework. 5Q stands for five questions. The big question in your mind—how much should I charge?—is one of the last things to figure out. First, you have to understand what experience you’re pricing for, who’s buying your product, what their motivations are, and your purpose in pricing.

Mindbody, which sells fitness plans and software for gyms, sold a few fitness plans, and you didn’t see a lot of differentiation between them. They had grown so much, they never thought how to layer value in their plans. I started pressing them on whom they really wanted to win. The yoga instructor who has a couple of clients? The massive chains like Orange Theory? And I asked why they wanted them. What’s the big play here? If you’re expanding your software, how are you expanding it? Where’s your value?

They said they needed to grow market share and gain clients but at the same time lift the amount of dollars per client. They found some customers were paying very little for the value they were getting, others were paying the right amount, and the rest were overpaying. We needed to calibrate that.

Step one was a neutral strategy, which is balancing the amount of pricing tactics used to get customers with the amount of money you’re getting.

Step two was figuring out what customers they wanted. We wanted to make it easy for new yoga instructors who don’t have a lot of courses to come into the platform. We needed a leaner version to compete and give them something they needed, but not too lean, like a free offer, because we wanted commitment. We wanted another price point for growing gyms, and another one for mature gyms.

Once we had nailed in the who, we worked on the what. They had new functionality and innovation and didn’t know what to do with them. We had to create different packages.

Then, we extracted price points from three inputs. First, we did analysis on happy, inactive, and churned customers to see patterns in what they were paying. Second, we ran a survey to find out what aspects of the product people loved and were willing to pay a premium for. Third, we did a competitive deep dive, looking at competitors’ pricing.

There’s not a single optimal number or a magic spreadsheet for pricing. You have to strategic with what you want, whom you want, the experience you want to give them, and how you want to capture that.

[13:08] Were there different ways of attracting customers in this case? Absolutely, the go-to-market piece is very important. You can have self-serve all the way to very guided sales-led motions. A yoga instructor is looking at the website and price and expecting understand whether it’s worth it for them. You have to be transparent in that sector, but also give them the ability to see what type of value framing they can get. They’re investing $49, but that’s less than the cost a full hour of training for a high-end instructor. Frame it the right way to lead them to click on buy now or start the free trial. If you frame it the right way, it doesn’t look expensive. As long as humans are buying from other humans, you have to take the psychology factor into play when it comes to pricing.

Big enterprises buy differently from individuals. They have ROIs to justify, big budgets, and crazy parameters to stay within. Sales guys have to navigate all this. Giving them a good pricing frame and a zone they can stay in helps them see where those boundaries are and avoids rampant and random discounting, which leaves a lot of value on the table, makes it hard to raise prices later as you innovate more, and creates an artificial ceiling that’s hard for a PM to break through.

Giving sales people parameters, a great starting point, and good value story are the key ways of winning the enterprise.

[17:35] What are you 5Q questions? 1. Why? Why are you creating this pricing? 2. Who? Who is the customer you want to win? 3. What? What is the offer mix? 4. How? How much should we charge for this? 5. Which? Which parts of pricing are working and which parts are not working?

[18:54] What’s another example of pricing strategy? A company was having trouble selling their product, and removed the friction of commission calculations, which is a pretty heavy thing because you have to make sure you’re in compliance with the government. They were comparing their product to QuickBooks, which has a free or cheap plan, and this company was trying to command a much higher amount. Sales resorted to discounting to make deals happen, which led to a lot of churn—they’re not buying for value, they’re buying because it’s cheap, so they’ll find the next cheapest thing and move on.

We reframed the value by breaking down the cost per rep. It was $3, not even the price of a cup of coffee. When people are spending money on something, they’re also thinking about what else they could spend money on. Am I getting the bang for the buck? By framing it differently, you increase value perception. There’s no trickery here, but you could be mistakenly making your product look more expensive and less reasonable by not properly framing.

[21:50] What’s another example? Everyone thinks you have to have good, better, and best packages. Seventy-two percent of SaaS companies use this model. It’s a good model for a lot of reasons, but it’s not a good tool for companies that have a lot more variability in what they’re selling. There was a fintech firm that sold to banks everywhere from Zimbabwe to the UK. These banks had very different needs based on the economics and regulations of their countries, which created a lot of variability in what customers want. The good, better, best model has a progression laid out as customer move up in maturity. If you customers stay in one spot or grow in so many different ways they need a wide variety of packages, you can have a lot of dynamics that lead to over discounting and not being able to give customers the experience they want. If you create too many packages, it can get really confusing.

We shifted the fintech company to a different model, called Core and More or Base Plus. Everyone starts at the same base function—checking, savings, and tracking account numbers and customers. Then you have nicely defined bolt-ons. It’s simple on the front, flexible on the back. You’re able to serve needs at a simpler starting point and create avenues for more complex needs. It eases tensions without trying to force somebody into a package. You’re able to give them a bit more of what they want and a price for growth.

[26:45] What issues have you seen with founders guessing on product pricing? Pricing impacts 100% of your revenue, so it shocks me that companies spent about six hours last year talking about their pricing strategy. Founders know pricing is important, but they guess on it because they don’t have data or know what data to look at and they don’t have a framework. I have seen companies iterate and guess through pricing and land on a good model, but if you want to go down that path, it will take 18-24 months. We give you a direct and non-biased view of where you can and cannot extract value, give you a framework to learn from, and teach you how to price. That’s important because your product, customers, and competitors and going to change, and you have to be in the driver’s seat to continue to capture that value.

Action Guide: Put the information Marcus shared into action now. Click here to download the Action Guide. Useful links: * Check out Marcos’s book, Street Pricing * Learn more about Pricing I/O * Connect with Marcos on LinkedIn

Innovation Quote “Don’t compare your Chapter One to someone else’s Chapter Twenty.” – unknown

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Apply to join the Product Mastery Now Community — Application deadline is soon. The journey to product mastery – for product managers I expect you, as a product person, love shaping the direction of a product, especially a product that provides you value. That is why I’m inviting you to be a founding member of a brand new product I’m launching—the Product Mastery Now Community. Too many of us have very little interaction with product professionals—in your own organization and at other companies. We need to be developing our professional network and learning with and from other product managers and leaders. If you neglect your learning, you are jeopardizing your ability to move toward product mastery and not getting better at developing products customers love. Instead, become a founding member of the Community. Not only will you influence its direction while getting value from the community; you’ll join for the lowest price that will ever be offered. Applications to join the Community will close soon. I’d like for you to get the benefits of being a founding member—learn about the community and apply at www.ProductMasteryNow.com/community.

Today we are talking about the journey to product mastery. While everyone’s journey is different, I created a roadmap to cover the major stages. I first created the product mastery roadmap in 2013, and I updated it this year to reflect some changes in my experience and knowledge, as I’ve encountered hundreds if not thousands of product professionals since 2013.

I expect you’ll find it helpful to talk through the four main stages of the roadmap so you can make better use of the resources you have to help you get to the next stage as well as to help those you can mentor and encourage at a previous stage.

Download the product mastery roadmap at ProductMasteryNow.com/roadmap.

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A digital customer experience coupled with rapid physical product creation – insights for product managers Today we are talking about what Andrew Wolgemuth has learned creating a unique product business called Wove. Andrew and his co-founder and team have created a way for their customers to design engagement rings, experience their design in their home with a mock-up ring, tweak what they want, and then receive their one-of-a-kind custom ring. This is a digital business coupled with rapid physical product creation. Regardless of your industry, there are lessons you can learn from Andrew’s mistakes and successes. Before founding Wove, Andrew served as the Deputy Commander of a Special Operations unit in the United States Army’s 75th Ranger Regiment.

Summary of some concepts discussed for product managers [2:16] What was the insight that led to Wove? Both my co-founder Brian and I experienced pain points when we were buying engagement rings. My childhood was centered around growing the family business, a small brick-and-mortar jewelry company. I worked with my parents to design an engagement ring for my now-wife, Sarah. I was stationed in Washington, and my parents were in Pennsylvania. They sent me numerous photos and videos of the ring, but when I saw it in person, I sent it back to my parents and asked them to rebuild it. I felt very bad doing this, but it was amazing to me that seeing photos and videos of a product doesn’t always translate into real life.

We’re creating a user experience for engagement rings similar to Warby Parker, the home-try-on eyeglass company.

[7:12] What challenges did you experience trying to implement your solution?

When I talk with my team, we laugh because we feel like we’re building three different start-ups at the same time. We’re doing the in-house manufacturing focused on systems and logistics to create custom jewelry from scratch in a highly expedited timeline. We’re building a new digital product that’s the first of its kind for custom jewelry design online. And we’re doing the marketing and branding that’s so important for any ecommerce business. Sometimes we feel like we’ve bitten off more than we can chew, but it is coming together nicely, and we’re excited about the progress we’ve made.

There are a few consumer pain points with buying an engagement ring, and a lot of them are tied closely to different cultural tailwinds. If you’re buying a ring online, you’re buying without certainty. You’ll put thousands of dollars down, and you don’t know what’s going to show up exactly.

We send customers a replica ring first. We started the replica idea when I was in the Army, and I had many friends who were overseas in Afghanistan and wanted to buy an engagement ring but didn’t want to ship a $10,000 engagement ring to an Afghani address on some base so they could propose to the love of their life. Our replicas are shockingly realistic. They use imitation diamonds and non-precious metals. Our first replica rings were set to Army Rangers overseas who wanted to design a custom ring while deployed and be able to step off the plane back in the United States and drop to a knee.

[11:13] How do you create the rings so quickly? The industry average for custom ring design is six to eight weeks. Advanced 3D-printing technology allows us to significantly cut down our timelines. Rings used to be hand-carved from a wax block then cast and polished. Hand-carving from wax takes a tremendous amount of time. We use new technology mixed with old-world craftsmanship. We design the engagement rings with jewelry designers. They send our clients a beautiful hand sketch of the design, and if the clients approve the sketch, it goes to our CAD designer who brings the sketch into a computer-aided design in about a day. We 3D print it overnight. Our 3D printer can print 300 rings in about three hours. We cast the rings in precious or non-precious metals, and our goldsmiths polish the rings and set them with real or fake diamonds, depending on if it’s real or the replica. We are generally building rings in seven days and getting them to clients in nine days.

My co-founder and I love building systems. It was a lot of what we did in the military and in college, so we invested heavily in building a CRM and a digital product that can support building custom jewelry in a rapid timeline. The systems have allowed us to do it quickly and in a way that is scalable.

[13:35] Tell us more about your customer experience. Clients come to our website and fill out a short design quiz, which allows us to match them with a designer. We do a 30-minute video design consultation and then send them a technical sketch of the ring. We design it in CAD and print and cast it.

[16:45] What systems have you found critical to make this work? The big one is the digital product we’ve built—an online design portal for clients. One of the most complicated things about building custom jewelry is ensuring communication is clear and concise and that we keep track of the different details that go into a final ring. Clients can log in to their portal and converse directly with their designer via live chat, share inspiration images to their vision board, and see exactly where their ring is in production. It’s a great interactive platform that we built from scratch. Nothing like it exists today in jewelry.

The system allows us to track our clients’ preferences in style and jewelry. There’s a lot of application we can take from that down the road for launching our own jewelry lines and being able to make recommendations to our clients on what we think they’ll like in the future. It has a ton of applicability to helping them design their engagement ring and making sure it’s done exactly the way they envisioned.

We built a complex CRM system that allows us to track every detail throughout the process and ensure we are up-to-date at every stage of production. It raises red flags when things are behind or we need to order more material.

The CRM is tied directly into our digital product, and the heavy investment upfront in the CRM and digital platform is allowing us to do this efficiently.

[19:28] How do you find and manage jewelry designers? All our designers are in-house as full-time employees. We draw a lot of parallels to Peloton, which takes world-class cycling instructors who are getting underpaid and brings them into Peloton where they can promote their own style and be paid more. Similarly, we’ve hired some of the top jewelry designers from major name-brand companies. We give them a better quality of life and a more interesting job and compensate them better. We give them a platform where they can create a name for themselves through Wove, working with individual clients, which is exactly what they want to do. We’ve attracted a lot of top talent across the industry to come to a small startup.

[22:02] How did your product idea evolve? We’ve rebuilt our product three or four times. You have a hypothesis of what you think the answer is, and you build that and try to test it as quickly and cheaply as you can, but your assumptions are almost always going to be wrong. Our first version of the product allowed clients to submit a picture and get a replica. There are million different legal liabilities with that, and we would probably have every jewelry company in the US trying to sue us if that were our product today. We knew 90% of couples figure out what ring they want through Instagram, Facebook, or Pinterest. They have a picture and are trying to get a ring, so we initially focused on making that process as easy as possible. We found that to an extent our assumptions were true, but people want more of an experience. They don’t want to work with a pushy salesperson. A designer who is on their team is a much better process. A ring is probably the most expensive and sentimental purchase you will make in your life. You’ll wear it on your hand for the rest of your life, and it represents the love you share with your partner. We want this to be minimally transactional and an intentional experience. We’ve transitioned away from our initial model and made an interactive experience.

[24:52] What’s your pricing strategy? We are less expensive than Tiffany or Cartier even though our quality is significantly better since those companies make jewelry on an assembly line. We have bench jewelers take each piece from start to finish. Every ring is made for an intentional couple in mind, which is special for our clients. Our prices are comparable to a brick-and-mortar jewelry store, on average $10,000-12,000.

We did a lot of price sensitivity analysis when we first started Wove, and we discovered if we sold the exact same ring as Blue Nile but offered the design experience and home replica, clients were willing to pay $1,600 more to Wove for that experience than they would to Blue Nile for the transactional click-to-buy experience.

We offer a flexible experience where we can meet couples at their pricepoint.

[28:50] How do you use the data you collect through your CRM? What makes businesses like my family’s brick-and-mortar jewelry store special is the longevity of their relationships with clients. We know our clients and their preferences. If we got a new ring at my family’s business, I would know a customer who would love it and give their spouse a call and see if they’re interested. A lot of business is done that way. In an ecommerce business, where we’re selling our products in a very different way, we want to be the lifetime jeweler of our clients. We hope we only sell one engagement ring to a couple but continue to sell other jewelry to them. We were intentional going into our business to be able to learn about our clients and what their preferences are so we can serve them better in the future. We collect a ton of unique data points on their style and preferences.

Action Guide: Put the information Andrew shared into action now. Click here to download the Action Guide.

Useful links: * Learn more about Wove * Follow Wove on Instagram

Innovation Quote “Amateurs talk strategy. Professionals talk logistics.” – General Omar Bradley

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What product managers need to know about the Product Development and Management Association The Product Development and Management Association (PDMA) has been curating the body of knowledge for product managers, leaders, and innovators and helping them improve since 1976—the longest-running product management professional group. Most of us haven’t known about product management for more than 10 or 20 years, yet PDMA has been improving the discipline of product management for nearly five decades.

Are you involved in a professional group for your career? If we were project managers, we would be involved with the Project Management Institute because they are the go-to association for project managers. Well, what about us product managers? PDMA is the professional group for us. What value does it provide? Is it staying up with current practice? Is it worth looking into?

To help answer these questions, Susan Penta joins us. She is the current Vice Chair of PDMA and serves on PDMA’s group responsible for certification as well as the group that helps local PDMA chapters across the world. She is the co-founder and managing partner at MIDIOR, which has been providing professional services for 25 years to product organizations in a number of areas from product insights, product development and management, and technology platforms. It’s worth noting that PDMA is a volunteer-led organization and, like Susan, most of the people involved in its leadership have fulltime jobs in product roles yet find time to contribute to the professional association. On and off, I’ve been one of those contributors as well because I have found PDMA very helpful in my career development. This will no doubt be an interesting discussion.

Attend the PDMA Inspire Innovation Conference in Orlando, FL, November 13-15, 2022: pdma.org/page/conference-central. Use code PMNPodcast10 for 10% off registration.

Summary of some concepts discussed for product managers [7:17] How did you first discover PDMA? I started as a product manager in the eighties. When I founded MIDIOR in 1997, I was looking for training for the individuals we were hiring because all my product knowledge was based on experience, not formal training. I had some colleagues in New England who were involved with PDMA, and the PDMA New England chapter had disintegrated. We started talking, and I decided to use PDMA’s huge knowledge base as training and restart the New England chapter. I’ve stayed involved with PDMA for the basis of professional development that is provided through the knowledge base, formal certification, and anything in between.

[10:36] What value has PDMA personally provided you?

When I first got on the board in the early 2000s, my interest in PDMA was for both my firm and me personally, but it was more for the big vision. PDMA has always been special because we bring together practitioners, service providers, and academics. At that point the NPDP certification was just getting started, and I was part of that conversation, asking what that would look like and whether it would be applicable across industries. For me, a big industry is financial. At this time, financial services firms were recognizing they were technology companies, and the discipline of product development and management really didn’t exist. PDMA was instrumental for me in helping my clients get exposed to product management and its value.

In PDMA we get to talk about product—the challenges and opportunities around product as a discipline. There weren’t other places to have those conversations. That part was a pleasure.

I am all about the discipline of product management, nurturing the discipline, the importance of the discipline, and being supportive of all of the different roles across career journeys and industries. For me, that is why PDMA matters.

[15:21] What does PDMA provide to product professionals? PDMA can be many things depending on where you are on your career journey. It can be a place you go to learn. It can be a community of individuals you connect with and learn from. You can do it in a fairly light and easy way by interacting with our digital content through our Knowledge Hub (K Hub), body of knowledge, or presentations. PDMA has chapters globally. It’s a nice way to engage with a community of peers and get exposed to companies and how they’re approaching product development and management.

As you move through your career, what PDMA offers shifts. If you get interested in the more abstract parts of product development and management, you have access to our Journal of Product Innovation Management (JPIM) and individuals who teach at higher institutions and do research around product management.

For most of us, PDMA is not a place you go but a place you belong as a product professional. PDMA is the place where anyone, regardless of how they intersect with the product discipline, can belong, converse, and advance the discipline. It is super helpful as you’re thinking about your future. Through PDMA you can explore many different career paths.

[20:18] Tell us about the academic dimension of PDMA. If you are solely interested in research, there is probably a place at PDMA for you because we have an A-grade academic journal, JPIM. You can stay there if you want, but many of the academics who are involved in PDMA are as interested if not more interested in how the research gets translated into practice. PDMA does a nice job bring academic conversations and real-time applications of research together. Academics do the research; service providers translate the research; and practitioners put the research into practice. We have a body of knowledge, an academic journal, a certification, tool books, and handbooks. Those resources go from academic endeavors to making thing practical. The single most important thing that makes PDMA different from many organizations is we focus on closing the loop between research and practical applications.

[26:41] Tell us about this year’s PDMA annual conference. * November 13-15, 2022 * Orlando, FL * JPIM Research Forum * Body of Knowledge workshops * Innovation Café * Outstanding Corporate Innovator Award panel * Keynotes and speakers including Marianne Lewis, Jack Schaffer, Dan Olsen, Geoff Thatcher, and many others

Action Guide: Put the information Susan shared into action now. Click here to download the Action Guide.

Useful links: * Learn more about PDMA and register for the conference—use code PMNPodcast10 for 10% off * Follow PDMA on LinkedIn

Innovation Quote “Success can be found at the intersection of preparation and opportunity.” – Susan Penta, based on Seneca

Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

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The secret sauce product managers need for success This podcast is getting a new name to better align with its purpose of helping product managers become product masters. That new name is Product Masters Now. You don’t need to do anything to keep listening, but I want you to know the name change is coming […]

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Insights on roadmaps, metrics, OKRs, and more for product managers It is a new year and this podcast is getting a new name. In a few weeks, the name will change to Product Masters Now. You don’t need to do anything to keep listening, but I want you to know the name change is coming—The […]

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How product managers can take an idea to a market-ready product This is fourth in the series on a product management body of knowledge I’m doing every-other-week. We are exploring the Product Development and Management Association’s (PDMA) guide to the body of knowledge for product managers and innovators. If you are unfamiliar with PDMA, they […]

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Insights for product managers from an R&D Engineering Director How does an R&D Product Line Director lead the development of products and help to mentor product managers? That’s what I wanted to know when I talked with our guest, Shankar Achanta. He has had a number of engineering product roles at Schweitzer Engineering Laboratories, which […]

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What product managers need to know about the journey from idea to product This is another episode in the series on the product management body of knowledge I’m doing every other week. We are exploring the Product Development and Management Association’s (PDMA) guide to the body of knowledge for product managers and innovators. If you […]

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How product managers can empathize with customers and colleagues in five steps You’ve heard it before, product managers need empathy. One way we talk about empathy in our role is “walking in the customers’ shoes,” meaning that we understand the customer, the problem they need solved, or the job they want done. Indeed, product managers […]

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What product managers need to know about selecting and managing projects This is the next episode in the series on a product management body of knowledge I’m doing every-other-week. We are exploring the Product Development and Management Association’s (PDMA) guide to the body of knowledge for product managers and innovators. If you are unfamiliar with […]

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Lessons on innovation and product management from the pandemic Dr. Joseph Michelli is a returning guest, having previously brought us insights for creating incredible customer experiences with products and services in episodes 147 and 251. Much has changed in 2020. It is not the year we expected. The adversity has created a need for resilience. […]

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The importance of an organizational game plan for product managers I started a new series to explore the Product Development and Management Body of Knowledge. While it has since been updated many times, this is the body of knowledge I discovered in 2007 that led to many ah-ha moments for me as a product manager. […]

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Tips on driving innovation within organizations for product managers and leaders Our guest says that organizations need pirates. These are the people who make entrepreneurship a legitimate part of the business. They are the innovators and transformers. Pirates design value propositions and business models that scale. Our guest’s name is Dr. Tendayi Viki, Associate Partner at […]

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Discover the smorgasbord of tools for product managers and innovators This is a little longer introduction than normal and there is a good reason for it, so bear with me for a moment. In 2007 I sat in a small conference room with 12 other people. We were there to prepare for the New Product […]

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Simple steps product managers can take to become Time Rich Would you like to get more done? Product managers are pulled in many directions, and if you are like others, you struggle to get the most important things done, let along everything you are asked to do. Our guest knows a lot about this. He […]

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How product managers can create product names that make people smile Not many product managers get involved in naming products, and that is a mistake. If you were involved during the initial idea work and problem solving—creating a product concept that fulfills customers’ unmet needs—then you have valuable insights for the product name. You can […]

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How product managers can discover customer needs and build the right product I’m often asked by product managers on their journey to product master what books they should read. I have a new one to recommend. It covers a broad perspective helpful to less experienced product managers all the way to those who are leading […]

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How product managers can increase team performance by understanding Team Dimensions The only thing better than hearing about how an organization improved their product management and innovation capability is sharing it with The Everyday Innovator™s! I was talking with Teresa Jurgens-Kowal about innovation culture and she shared some work she recently did with an organization […]

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What product managers need to know to build a product into a successful company When I’m working with a group of product managers to help them move towards product mastery, I always ask them to introduce themselves by sharing what they love about product management. Among the numerous answers, in the last year the most […]

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Five behaviors of great product managers and innovators In this discussion we visit two topics—one to help you be more successful personally and another to help your organization be more successful. The first examines five behaviors to be a better innovator. The second is breaking through barriers in your organization that limit innovation and the […]

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A conversation of insights for product managers This is our 300th episode. The podcast started in January 2015, and we have not missed a week. Thank you so much for listening and for sharing it with others! The purpose of the podcast has not changed—to better equip product managers and leaders for more success. Some […]

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Why product managers need to understand introverts and extroverts If you work with other people, and I think that is just about all of us, you are going to love this episode. People are either extroverts or introverts. For everyone leading a team or working in a team, you can improve the team performance by […]

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The five languages of appreciation for product managers Dr. Paul White is a psychologist, author, speaker, and leadership trainer who “makes work relationships work.” For the past 20 years, he’s improved numerous businesses, schools, government agencies, and non-profit organizations by helping them: Create positive workplace relationships and improve staff morale. Eliminate the cynicism, sarcasm, and lack of trust […]

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Five steps to securing success in product management in an uncertain world Are you taking steps to make yourself more valuable to your organization or the next organization you want to work with? Arguably, all the topics we address on this podcast are about career development, helping you improve in product management and innovation. However, […]

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What product managers need to know about customer validation and alpha, beta, and delta testing Product testing is about more than determining if a product functions properly or not. A larger perspective, and one that our guests shares is Customer Validation. We discuss how to use the various types of product tests, including alpha, beta, […]

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Five factors of successful product managers Do you and your product teams have the characteristics required for success? The Product Team Performance study has been identifying the characteristics of high-performing teams since 2012. Of the 31 factors found through the studies, I discuss five of the most significant ones with Greg Geracie, principal researcher. Greg […]

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What product managers need to know to create powerful customer experiences The experience that customers of our products encounter impacts the value they find in our products. The customer experience is intertwined with customers’ perceptions of value. To explore customer experience, I talked with two people who design the customer experience for theme parks, zoos, […]

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How three powerful questions can lead to better product management I hosted a virtual summit in April this year (www.theeverydayinnovator.com/summit) and I met many wonderful people. One introduced me to her Slinky Dog metaphor for product management and a methodology called FAST goals. She calls FAST goals a winning methodology as it enables you to […]

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How product managers can break through the barriers that are keeping them from taking action Product managers are doers. We make change happen. We are mini-CEOs after all, right? Here is the big difference between being a product manager and a CEO; CEOs actually can make change happen. They have the authority to do so. […]

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What product managers can do when you launch a product at the wrong time Times change, trends start, and trends die. Remember those friendship bracelets made of rubber brands? They were so popular with students that many schools prohibited them because they became a source of distraction. A few months later the trend was dead. […]

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How product managers can boost innovation in companies large and small In 2012 I read a book titled, Startup Owner’s Manual: The Step-by-Step Guide for Building a Great Company. It’s a book that spoke to me. It tied together many of my experiences and I helped me put them into a framework. It shared the […]

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Learn the qualities of a successful product manager and leader. Part of the path to becoming a product master is developing as a leader. Leaders of product management need agility, influence, trust, empathy, and motivating vision. And, those are the topics our guest, Roman Pichler, explores with us in this episode. Roman is a product […]

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The recipe for rapid product design for product managers A Design Sprint is how you can solve big problems and test new ideas in just five days. That is also the subtitle of the groundbreaking book called Sprint. The Design Sprint became popular at Google a few years ago, which is also when Sprint was […]

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What product managers can learn from the story of a beauty product There is much to learn from a good product story; how an insight leads to an idea, which becomes a product concept and grows into a business case resulting in developing a new product that is launched and grows through the product lifecycle. […]

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How product managers can lead innovation and help transform their organization My guest is changing how companies innovate and he is doing it with a 5-step process. You’ll hear the details in the discussion, but the five steps are called: sourcing, curation, discovery, incubation, and transition. He created this process as an Army Colonel and […]

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How video directors think about creating effective videos can help product managers create better products Some of the best product management lessons come from unexpected places, and I enjoy finding them. This interview is a perfect example. Current Resident is the name of a creative video production group in Minneapolis, Minnesota. I think of them […]

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The strategies the Disney Head of Innovation used to bring products customers love to life Last year I was at a product management conference in Orlando and the keynote speaker discussed leadership at Disney. It got me interested in how Disney innovates. A few months later I found out about Duncan Wardle, who was the […]

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Lessons Learned from launching The Everyday Innovator™ Virtual Summit After hosting the 2020 virtual summit for product managers and product VPs, I’ve been asked many times for my lessons learned: what made it great, what would I do differently, what advice I have, what I learned about launching a product, etc. Consequently, after answering several […]

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The beliefs that enable innovation for product managers Are you an innovator? Not every product manager is, but I think the good ones need to be. Innovation is most frequently described as a process that brings something new into existence, creating value for others, such as customers. Our guest shares that innovation is really about […]

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How to make experimentation work for product managers If you work in a medium to large company, your CEO wants the organization to be more innovative. All the surveys about such things tell us this is the case. If you are in a smaller organization or on your own, you still care about innovation. But, […]

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Three phases of pricing for product managers This episode is about pricing. A lot of product managers are not very involved in pricing decisions. If you are one of them, you should change that. Our guest, Ben Malakoff, learned how to price products and in this interview he shares what you’ll need to know to […]

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The future back strategy for product managers Innosight is an innovation management consultancy founded by Clayton Christensen and Mark Johnson. Mark has a new toolkit for visionary thinking that leads to breakthrough growth, which he writes about in his book, Lead from the Future. The foundation of the toolkit is “future back” thinking, which we […]

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How anyone can persevere and reach their goals even in difficult times The Everyday Innovator™ Online Summit recently ended. It was April 8-10, 2020. The speakers were absolutely incredible! Twenty-five top experts shared their strategies, practices, and tips to help product managers and product VPs gain higher performance and get more success. You can still […]

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Get the strategies, insights, tools, practices, and tips you need for success now and in the future. Instead of a normal weekly interview I’m sharing with you 24+ brand new video interviews with world-class experts. They will share their strategies, experience, and secrets to help you excel in product management. I’m calling it The Everyday […]

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Excellent communication gives product managers power, even superpowers. Listeners have heard me share the purpose of this podcast… this is where product leaders and managers make their move to product masters, learning practical knowledge that leads to more influence and confidence so you’ll create products customers love. Our guest is helping us with the […]

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How product managers can find a new angle on problems and be better problem solvers One of the most powerful tools available to product managers and innovators is, wait for it… reframing! We use it in two primary ways. First, to help us solve the right problem. Second, to take an existing innovation and apply […]

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Train your brain for success in product management What is holding you back from greater success, from achieving what you want, from getting what you deserve? Now, this is not an infomercial for some new self-help fad. Instead, it is a grounded discussion about how you are holding yourself back and how to change that […]

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A framework for product managers to create the future There are different types of product managers. Not all product managers think they are building the future, but if they don’t do it, who will? I think product managers are the best equipped for building the future, but that can sound like a daunting challenge. If […]

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Four case studies in innovation for product managers I enjoy learning about innovation and product management from companies that have been successful with it. I have investigated some success case studies in the past about LEGO, Wikipedia, IKEA, TripAdvisor, and Dyson. These and others are also used by our guest to describe Fearless Innovation, which […]

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I’m sharing the most-listened-to episode since starting this podcast. It’s one you don’t want to miss and if you’ve heard it before, it is great to hear again. It was originally episode 137. —————————– Learn the look and sound of leadership, using a simple 4-part system for Sorting and Labeling to more clearly communicate. Have […]

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How product managers can generate ideas fast using a Design Sprint and then what to do Have you been part of a Design Thinking or Design Sprint activity? I’ve used both approaches to explore customer problems, consider solutions, and create early prototypes of solutions. They’re great activities. But what happens after creating prototypes? These are […]

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Communicating with customers through online communities and conferences to help product managers succeed. You need to be using customer communities in your product management work. I was told that SEMRush, makers of a digital marketing platform, had created one of the most effective international communities — one that was not only valuable to product managers […]

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Getting product managers inside the mind of a professional inventor Do you have a good idea for a product? As an Everyday Innovator, I’d say the chances are pretty good. Do you try to develop it yourself? What about joining forces with the company you work for? Or, a third, and very profitable option, is […]

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The benefits of joining the PDMA community of product managers Like many product managers, my path to product management was rather accidental. After leading software product teams for 10 years, I discovered the Product Development and Management Association (PDMA). This is the oldest professional association for product managers and innovators, building the body of knowledge […]

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How product managers can use the Planning Canvas to go from an idea to making money A CEO I worked for used the strategy to “create a plan for the plan.” When it appeared we were getting stuck trying to create a plan for the next big thing, he would tell me to schedule a […]

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How marketing and product management work together Turns out if you ask 50 different people what marketing is, you’ll hear 50 different answers. That is what our guest did to investigate what people think about marketing and how it fits into the work product managers do. Our guest is Jill Soley, a Silicon Valley strategic […]

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Innovation and ideation in the dental device industry for product managers There are a lot of people working on medical devices today. It has been a hot area now but I thought it would be interesting to talk with the CEO of a medical device company that started more than 100 years ago, in 1913. […]

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Lessons for product managers from the story of The Everyday Innovator™. This was an extra fun discussion to have because it gave me an opportunity to share some important insights from f2f interviews I have done but have not talked about much or ever on this podcast. It is also a special interview, as a […]

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Better projects faster You, your group, your company, and many other companies likely share a similar problem. It is a problem that is slowing both your success and organizational success. Our guest phrases it as not maximizing the goal impact of your project portfolio. I phrase it as merely doing too many projects for the […]

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Innovators make the world go around – and other principles for product managers Do you like proverbs? I do. Proverbs are short general truths or pieces of advice. They can be a source of wisdom, which is why I read from the Bible book, Proverbs, most nights while I was in college. I was seeking […]

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Four steps for product managers to increase productivity and become fully present Do you feel your time and attention being pulled in too many directions and what you want to get done is not getting done? I sure do. For me, focus has been getting more challenging as I am taking on new projects to […]

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Be prepared for the intersection of data science and product management Organizations are developing robust data science capabilities, adding the role of “data scientist” to their ranks. As the importance of data science increases in organizational strategy analysis and operations, it is also impacting product management. Product managers are being asked to work with data […]

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Learn from the food industry to spice up your product management I have often discovered new insights about developing and managing products when talking with someone in a different industry than I normally work in. So, when I had the opportunity to talk with the creator of Dave’s Gourmet, a specialty foods company, I jumped […]

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With Change Intelligence, product managers can influence more powerfully. Everyday innovators see innovation opportunities frequently — making products better, improving processes, creating a new product, and solving problems. The word innovation can be phrased as “in-a-new-way.” It is a good reminder that we are making something new that did not previously exist. That means making […]

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How to find your passion in any product management work environment. Our guest for this episode is Montie Roland. Montie used my online training course to prepare for, and pass, the New Product Development Professional exam, earning him the NPDP certification from PDMA, which is the oldest and most established professional group for product managers. […]

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With not much more than a web meeting, product managers can put web-ethnography into action. You have a lot of tools to help you learn about yours customers, such as customer visits, interviews, and surveys. One of my favorites is ethnography. I find some of the best insights, insights that competitors may have missed, come […]

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Understand motivation, customize communication, and build trust to be an effective product manager. During each podcast episode, I always share that this podcast is… “where product leaders and managers make their move to product masters, learning practical knowledge that leads to more influence and confidence so you’ll create products customers love.” That’s an important relationship: […]

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How product managers make better use of data to tell a story and gain support. I bet you use data to support your suggestions. But guess what–you are probably not using data well. By itself, data does not communicate what we want others to do. Instead, it needs to be wrapped in a story — […]

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Product managers can build trust and provide “service with heart” Dr. Joseph Michelli joined us a couple years ago in episode 147 to tell us how to create a great customer experience. This is his area of expertise and he has helped many organizations make better customer experiences. He is known by his many books […]

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Combine learning and doing to create better products more quickly Every company is wanting faster innovation, yet they often have systems that actually slow and limit innovation. The framework and systems needed are a topic of a new book written by our guest, Katherine Radeka, and titled High Velocity Innovation: How to Get Your Best […]

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Successful product managers wield influence and this is how they get it. Influence and persuasion is a core competency of successful product managers. It is also something that most product managers want more of — influence. You need it to get others to support your ideas and plans for improving products and making great new […]

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How product managers can combine influence and storytelling to achieve success. The author of The Secret Product Manager Handbook, Nils Davis, joins us to discuss his tips for better presentations. He knows a lot about product management and communication, leveraging his experience as a tech writer before becoming a product manager. I expect you’ll enjoy […]

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Communicate your value as a product manager clearly and effectively to your organization’s decision-makers What was your last performance evaluation discussion like? Did you get the raise you wanted? What about a promotion negotiation? I’ve messed that up more times than I want to admit. I expected my work to speak for itself. I wasn’t […]

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How product managers generate new ideas and solve problems in a meaningful, productive way. If your go-to tool for generating ideas with a group is traditional brainstorming, it is time to learn some new tools. Ideation tools are specifically for generating new ideas, such as ways to create additional value for customers, how a problem […]

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Product managers can say “no” with grace so they focus on making progress. This interview is about making better use of our time as product managers and it is with John Cutler, Product Evangelist at Amplitude. For the sake of time, let’s get right to the interview. Summary of some concepts discussed for product managers […]

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Know how to test a product by measuring risk through desirability, viability, and feasibility. I’m someone who enjoys learning from books. I often find great tips I can apply from a good book, and that is just what I have for you. We are discussing a valuable new book titled Testing Business Ideas. It is […]

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Mixing innovation and process to go to market more quickly. Many of the product leaders in companies creating integrated hardware/software products I’ve talked with this year are looking at ways to speed up their development process and add agility. So, I asked around who has the best experience with this and was referred to our […]

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Rewire your brain to focus on value and success, not failure and imperfection — excel in product management. Our discussions here all about helping product managers become product masters and being a product master means we also need mastery over our minds — what many people call our mindset. That is why I asked a […]

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The right way to interview customers. During the month of July, 2019, I have been sharing some of the most favorite and valuable discussions from the first 100 interviews. I’ve added one more for the first week of August that is not to be missed. It was originally episode 071. —- This discussion is about […]

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Jobs-to-be-Done is what Outcome-Driven Innovation is all about. During the month of July, 2019, I’m sharing some of the most favorite and valuable discussions from the first 100 interviews. If you haven’t come across this one yet, it will make you a better communicator! It was originally episode 055. — In this episode, I’m talking […]

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How to overcome the challenges product managers face. During the month of July, 2019, I’m sharing some of the most favorite and valuable discussions from the first 100 interviews. If you haven’t come across this one yet, it will make you a better communicator! It was originally episode 055. — Rich Mironov is a legend […]

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The art of Lean and the Lean Canvas for product managers During the month of July, 2019, I’m sharing some of the most favorite and valuable discussions from the first 100 interviews. If you haven’t come across this one yet, it will make you a better communicator! It was originally episode 010. —– Ash Maurya […]

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The simple way product managers can clearly communicate anything and increase their influence. During the month of July, 2019, I’m sharing some of the most favorite and valuable discussions from the first 100 interviews. If you haven’t come across this one yet, it will make you a better communicator! It was originally episode 076. —– […]

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Work together on product projects, rather than throwing them over the wall. In this discussion, our guest, Jonathan Soares, shares his tips and tools for working with product teams. Jonathan is the CEO of Agency Labs, a group that creates custom software, apps, and websites. He has good experience applying tools to help product development […]

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Trading and product management decision-making are more alike than you might think. Decision-making is part of every product manager’s toolkit. Think about what it would mean to have effective guidelines or laws for better decision-making. You could make simple decisions more quickly and decisively. You could have a more solid defense and reasoning for complicated […]

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The three dimensions of skills needed to move your ideas forward. When I started this podcast I created the Product Mastery Roadmap that describes the path from product manager to product master. I’ve used it as a guide to the topics we explore here. Recently I updated it to better reflect the journey I have […]

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How product managers should combine flexibility and rigor in an agile stage-gate process. Just about every organization I have worked with this year wants more agility in their product management processes. They want to get new products to market faster and release enhanced versions in less time. Product managers and leaders are feeling the pressure. […]

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How product managers can extend product roadmaps to portfolio management. Got to Part 1 of Product Roadmaps. Got to Part 2 of Product Roadmaps. Part 3… Product roadmaps are one of the best-known tools and also the most misused by product managers. We have talked twice before with Bruce McCarthy, co-author of the book, Product […]

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Short stories, big ideas about innovation and product management. I love innovation stories of how a product came into being or was made more valuable. Our guest, Giles Lury, loves them too. So much, that he has written books with innovation stories, including his most recent one titled Inspiring Innovation: 75 Marketing Tales to Help You […]

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A value proposition for feeling good for product managers. Performing at your best requires a lot of mental dexterity. Product managers need every edge we can get to beat the competition and create successful products. To be at your best, you must also consider your health, and our guest, medical doctor Gus Vickery, is the […]

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Understanding attitudes, motivations, and blind spots with your product teams. Would you be interested to know what start-up founders with successful exits of up to $1.2B have in common? I know I would, because start-up founders share similarities with product managers. Indeed, many founders also take on the responsibility of product manager for their business. […]

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Use trust, purpose, and partnership to achieve change in any organization. How should leaders actually lead innovation? This is a topic we explored back in episode 149 with Dr. Mike Mitchell, teacher and researcher for the Center for Creative Leadership. Then he was conducting research on the topic and discovering what organizational leaders need to […]

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An IoT Technology stack and framework for product managers. More and more product managers and innovators are bumping into IoT, the Internet of Things, as part of their current or future product roadmaps. I’m seeing a convergence of product forms. In the past, we may have categorized a product as being digital, physical, or service. […]

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Creating a product vision of the future that’s awesome for everyone. Got to Part 1 of Product Roadmaps. Got to Part 3 of Product Roadmaps. Part 2… Product roadmaps are frequently used badly, almost as handcuffs for product managers. A year ago we explored roadmaps and how they should be used with Bruce McCarthy. At […]

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The power of small groups, loosely connected, with a common purpose to propel products. I’ve been looking forward to this discussion with Greg Satell since hearing he was working on a new book, titled Cascades: How to Create a Movement that Drives Transformational Change. Greg is an innovation author we first met back in episode […]

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Commit to the process and work through challenges to achieve product success. Many of the companies I have worked with this year want to make their product development and management capability more agile. They sometimes express their current process is too linear, rigid, and heavy as well as not providing the shorter time-to-market they want. […]

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Find out what makes your customer “hire” your product. You don’t have to listen very long to this podcast to know that I place the emphasis of product management on the creation of customer value. If we understand the needs or problems of our customers and solve them in a way that creates value for […]

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Learn how to cut through the noise and make human connections presenting new products A lot of new products are announced at trade shows and other events, such as CES for consumer electronics, International Builders Show for construction materials, and the National Association of Music Merchants for all things musical. For many product people, participating […]

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Focus on customers, not competitors, to drive product success. Are your products not generating the revenue they should be just because you didn’t price them right? Pricing is a key concern of not only product managers and leaders but also the executives of organizations. Knowing the right price for a product is a challenge, especially […]

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It’s all about creativity, curiosity, and customer focus for product managers. This is a listener requested episode. Several Everyday Innovators have asked, “What are the qualities of a good product manager?” While many listeners are already good product managers, a little self-reflection from time to time on your strengths and how to be an even better […]

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The surprising ways middle managers can drive innovation and product management. I love hearing how companies improve their innovation capabilities and foster a culture of innovation. Anytime I hear such stories, I always find lessons for how other organizations can also improve their capability. In my experience, this best occurs by enabling the largest number […]

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Learn how to go from “gear head” to “group head.” Two spheres of capabilities are needed for product managers to be successful. One is competency in the processes, practices, and tools of product management. That is where I spend much of my time helping product managers and teams. The other sphere is competency in what […]

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Map your value chain and rethink your business model to stay ahead of the curve. Many companies have faced disruption. Of course, Uber and Airbnb are the poster children of disruption, but there are many more. Kodak was displaced by the digital camera. Blockbuster’s physical doors could not stay open in the face of Netflix’s […]

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Understand a customer’s jobs, pains, and gains for effective product management Figuring out what your customer wants and needs from your product or service is the heart of product management. That is the beginning of how we create products that customers love. And, there are tools to help you do that. In this discussion, you […]

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Choose the right university partners to drive research and innovation Let’s face it, the smartest people don’t all work in your organization. The thought has been shared by many leaders, such as Steve Jobs and Bill Gates, and is originally attributed to Bill Joy, the co-founder of Sun Microsystems and UNIX contributor. He said, “The […]

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Become the product to drive quick launches and lasting success Recently I was helping the product leaders and managers in a large non-profit organization improve their performance. When we discussed the use of MVPs, minimal viable products, one question asked was if the MVP approach applies to services. The answer is yes, and our guest […]

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Learning from 40 years of innovation experience. The principles of Lean-Driven Innovation lead to more value for customers and faster value capture (e.g., revenue) for organizations. The principles can be applied to any industry, but for our guest, they grew out of the R&D and product development practices at Goodyear Tire & Rubber Company. Our […]

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Create more loyal customers by designing surveys people actually want to complete. Many product managers and product marketers are using surveys incorrectly. We like surveys because they are relatively quick and inexpensive compared to other tools, such as customer interviews. While they can help us confirm what we think are the needs of customers and […]

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A simple framework for product managers to increase focus and eliminate distractions from your day. How would you like to get more done this year? That begins by getting more done today and our guest has the four-part framework for making that happen. This is not just another time management approach, but what the creators […]

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Use data to predict customer behavior and design better products. Do you know which customers are most likely to stop using your product in the next month? Or, what actions your best customers take with your product when they start using it? With the right data, product managers not only know the answers to such […]

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A path to less stressful projects at any scale. If you have ever thought that a project you worked on had too much drama and unnecessary conflict — that the project should have been easier for everyone involved — then this episode is for you. We explore how to have less stressful projects by using […]

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Driving successful innovation at large organizations Could it be that innovation is simple? I did say simple, not easy. The two words are often confused. A completed activity can be viewed as simple when the processes involved are known. No one that has been on innovation projects would say it was easy. The activities and […]

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Bottom line: product management is all about the customer Do you lead a product team or are you part of a team that should improve performance? I’ve been helping product teams and groups of product managers accomplish that — get higher performance. When I ask them why they need to improve performance, I typically hear […]

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Breaking down silos and helping everyone feel like their work matters You are in for a delightful and important discussion with our guest today. She was named a Top 100 Leadership Speaker for 2018 and is here to tell us how we can have a happier workplace. Is there anyone who doesn’t want that? Maybe […]

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How product managers combine process and metrics to achieve a successful product launch Do you participate in launch planning, or what may also be called go-to-market planning? In some organizations, product managers are directly involved, but not always, and that is a waste. You’ll hear why in this discussion, along with six elements addressed by […]

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Rethinking product portfolio management to optimize performance What happens when you or your organization has more than one product to manage? It’s hard enough managing resources to sell and improve one product, but throw another one in the mix and see what happens. Or how about several more products? Managing all those products is a […]

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Using science fiction and storytelling to reshape company culture from the inside out Product managers and leaders can have a dramatic influence on an organization. Our influence extends beyond the revenue generated by the products we help create. We have an uncommon perspective in organizations as our work requires significant cross-functional interactions and knowledge of […]

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Combining dreams and discipline for successful innovations I am wrapping up a 3-month road trip through the Northeast of the U.S., allowing me to meet many innovators and product managers. I had a few experiences, including visiting Niagara Falls, that rekindled an interest for me in historic innovators, including Nikola Tesla, often thought of as […]

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Empowering product teams to create an agile culture with a customer focus. This podcast is named The Everyday Innovator™ and I call the people who listen Everyday Innovators. That has meaning. Everyday Innovators see the world a little bit differently. We actively look for problems and unmet needs, recognizing that those are opportunities to create […]

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Female product leaders on grit, grace, and everything in between There are several thousand product managers on LinkedIn and many of them are women. However, I noticed that few product VPs are women. About the same time, I attended a “Women in Product Management” panel at Rocky Mountain Product Camp, moderated by Shaughnessy Speirs. Afterward […]

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Having fun, making friends, and learning along the way. I have a special episode for you. I believe that as product managers and innovators, we have a responsibility to help prepare the next generation of innovators. I’ve explored this topic in a few past episodes and it is time to do it again. So, this […]

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Lessons from small businesses that apply to everyone. I’m still on my road trip of the northeast U.S. and made a stop in Bristol, Pennsylvania. What took me to this small town was a video series called The Small Business Revolution. This is a reality show where small businesses in small towns get help from […]

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Achieve your product goals without losing yourself along the way Creating a new product starts with excitement and the thrill of doing something different. The launch of the product is surrounded by cheers. For many product managers, it is the best part of their work. But between the project start and the launch is […]

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Looking to the past to drive future innovation I am on a road trip through the northeast of the U.S., talking with innovators and product managers. At the encouragement of a friend, I took my two kids to visit The Henry Ford, a museum of innovation near Detroit. It was created by Henry Ford as […]

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Product managers can move the wheel forward by reinventing it I’m currently on a tour through the northeast of the US, visiting product managers and innovators. On my way, I stopped in Minneapolis and found an incredible innovation case study at Deluxe Corporation. You’ll hear from Chris Clausen, Executive Director, how this company that is […]

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Insights for new product managers and people who want to be product managers. Being a good product manager requires a diverse set of skills, including communicating, influencing, design, technology, product process, and business acumen. New product managers and not-so new product managers have lots of opportunities to make mistakes. When you can, it is better […]

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Get out of your own way to get better information from your users to make products they love. Creating products customers love. If you are like most product managers and innovators, that is your motivation to do great work — the work of product management. It is our common thread and a distinguishing characteristic of […]

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Use a simple product statement to align your team and meet your goals. Creating products customers love feels like juggling a whole lot of balls at one time. It can be chaotic. It’s also a good bet that people on your product team, and most certainly in your organization outside the core team, have different […]

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Learn how product managers move from the middle of the pack to the front of the crowd. Product managers need to be high achievers and many are. They are the driving force that discover unmet needs customers have, creating value through their product work. The work is both demanding and fulfilling. To be a high […]

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Breaking down myths and misconceptions about two popular — but sometimes opposing — roles. UX is a hot topic and for good reason. The right UX skills on a product team can make the product more successful. The wrong skills waste money and time. Many product managers and leaders make mistakes when adding UX roles […]

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How to hit the product management ground running and avoid spinning your wheels. Learning how to best work with a product team or organization requires taking the right action and avoiding mistakes. Your opportunities to make a good first impression are limited, so you need to make the most of them. Most product managers will […]

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Develop a sense of curiosity to build trust and achieve your product goals. To be a great product manager, do you also need to be a great actor? No, but there are lessons from acting that will make you a better product manager. While I have no acting experience, not even school plays, I have […]

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Have the right conversations with the right people to achieve your goals. We have a great topic for this discussion, addressing a question several Everyday Innovators have asked before, which is… “How do I get my manager to pay for product management training?” My guest will share the right and the wrong ways to get […]

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Combining innovation and data to delight customers. What products do you use that you love? Think of a product that you are glad to tell other people about. You share how it helps you solve a problem or get a task done. Or, maybe how the product makes you feel. It might be your phone, […]

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Becoming a product leader is simpler than you might think. If you have ever had to explain what you do as a product manager to people you work with, you are in good company. Most product managers find this necessary. Further, the role means different things in different organizations. The leaders of your organization may […]

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Don’t let your calendar get in the way of doing what’s important as a product manager. Experienced product managers benefit from what they learned from previous successes and failures. That experience is valuable. However, they can also pick up some bad habits along the way. Some bad habits may be from a lack of knowing […]

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Putting sales and product managers on the same team to create better products. Product management is a highly cross-functional role. Product managers work with product teams, R&D, engineering, marketing, finance, and others, but the one group that is most often discussed, especially in B2B organizations, is sales. You’ll hear about it at product management meetups, […]

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Mature products require tough decisions and time for retrospection. In this discussion, we bring some mature thinking to the topic of maturity. The product life cycle consists of five phases — introduction, growth, maturity, decline, and retire. Successful products make it to maturity, and if properly managed, can generate profit for your organization for a […]

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A different type of product, but traditional product management still applies. Today’s topic is the product management of APIs — application program interfaces that enable software systems to share information and interact. In the past I have thought of APIs as a part of a software system. It’s another activity on a project schedule to […]

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How product managers scale the pyramid to product success Product management and innovation is about creating value for customers by solving a problem they have. We accomplish this through a tangible product or an intangible service. Done correctly, we have a proper product-market fit — a product that satisfies the needs of a specific market. […]

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Going beyond brown bag lunches for next-level product manager professional development. This discussion is focused on another tool to help you become a product master and accelerate your career. It is a study group approach you can facilitate with a group of product people in your organization. My guest calls them Group Directed Learning experiences. […]

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How product managers can turn a marathon into a sprint. Many medium to large organizations are adopting agile practices, such as the use of Scrum. Some are having more success with the adoption than others. Most of these organizations are also using some form of stage-gate for the development of new products. When done right, […]

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Product Managers can create a shared sense of purpose to empower high-performing teams. This is where you make your move from product manager to product master. That is the move to being a product leader in your organization or the organization you want to work with. Being a leader involves creating vision and providing meaning […]

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How product managers make the most of large teams and high-value customer relationships A new book by O’Reilly Press discusses product management for B2B software applications. It’s titled Building for Business. Much has been written about product management and the development of software products, but little that specifically addresses the characteristics of the B2B environment. […]

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How product managers observe and listen to users to gain valuable insights. How do you know what products you should build? What products will delight customers? The answer isn’t a mystery and has been expressed by numerous past guests. One that stands out is Ben Brenton, Chief Innovation Officer at Snap-on Tools, who shared that […]

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Matt wrote the book he wishes he would have had starting out as a product manager. To be a successful product manager you need several competencies. We tend to be “T-Shaped” people with capabilities in several areas and much more depth in one area, such as development, design, research, etc. Product managers early in their […]

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Sleek and simple: How Apple’s product process mirrors the products it creates. One of the things I enjoy doing is teaching product and innovation management university courses. My students often are in a leadership role in their organization and I’m helping them with product innovation. When we discuss examples of innovative organizations, Apple is a […]

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Understand the uniqueness of your organization’s culture to drive innovation. Organizations are striving to get better at innovation. They know their competitors are doing the same. However, not everyone is having success with their efforts. One more recent popular approach is using Design Thinking, but like any innovation approach, it has to be properly integrated […]

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How product managers can challenge ideas to achieve long-term success. We can learn a lot from examining the journey of a product and this interview looks at the product story of Badger Maps, the market-leading route planning app for field salespeople. I spoke with Jimmy Hooker, the Head of Product at Badger Maps, to get […]

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Shifting focus from the how to the why by properly using a product roadmap. Got to Part 2 of Product Roadmaps. Got to Part 3 of Product Roadmaps. Part 1… My 12-year old son recently got a belt sander from his Opa. Opa is a German name for grandfather. My son is making a bookshelf […]

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Cutting through product manager role confusion to create successful products My mission is to inspire and equip product managers to have greater influence in their organizations and over product. I call this helping product managers to become product masters, and that is what both this podcast and the training I provide are about. Helping you […]

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Expanding on Episode 166 to cover the full Value Innovation process for product managers. The last interview, episode 166, was a panel discussion with innovators at companies using Value Innovation to discover what customers really want before building a product. The panel participants talked about a 10-step process they used. This discussion provides details for […]

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Using simple questions and a structured process to achieve new product success. As product managers, our natural inclination is to solve problems. The Value Innovation Process teaches us how you get to that solution is just as important as the solution itself. The 10-step process involves asking simple questions in a structured way to get […]

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Survey identifies growing pains as product management expands. The role of product manager formally dates back to the 1930s with its start at Procter & Gamble, but it has only been in the last few years that the role has become much better known. As the field has grown, a few annual surveys to were […]

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From Glamor Moms to a successful product launch with ethnography. One of my early product experiences began with user observations. I spent a week with customers, observing them in their environment, learning what they needed to accomplish and the obstacles they encountered. By the end of the week, I was walking in their shoes. It […]

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Product managers can separate needs from solutions by asking the right questions in the right way. One of the skills you need as a product master is customer and market research. We explored this earlier with Gerry Katz in episode 071. It was an episode several listeners really appreciated and I have invited Gerry back […]

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Change your perspective to build better relationships and create stories that stick. When I ask product managers why they got involved with product management and what they want from the role, a frequent answer is to have more influence. This also ranks as most important out of all the reasons for being a product manager. […]

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Giddy, Dawson’s new venture, connects product managers and entrepreneurs to smash the status quo. Back in episode 110 we learned about FirstBuild, the innovation lab of GE Appliance. It allows them to test ideas and solve problems that would be considered too small or risky by GE Appliance. They have built a platform that is […]

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You don’t need to reinvent the wheel, just innovate around it. Fundamentally, product managers should be driving success for their organization. We do that by providing customers value. The source of that value may be, and perhaps should be, closer to our core capabilities than is often thought. The toy company LEGO found this to […]

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What product managers at Pepsi got wrong but you won’t after listening to this. No one and no organization has a perfect record when it comes to releasing new products into the market. Failures are frequent — around 40% or so depending on the industry — and they happen at small companies, big companies, and […]

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Six steps to run a productive meeting and build a team that gets things done Every week I’m involved in virtual meetings and the same is true for many Everyday Innovators. If it’s not yet true for you, virtual meetings are almost certainly in your future as more teams become virtual. Facilitating virtual meetings and […]

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The right product begins with a validated user need and a market In this episode you’ll learn about some of the big ideas in product management to help you make the move to product master, specifically: The difference between building the product right vs. building the right product, Challenges of working with development teams, How […]

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Test to understand where a product design fails and use parallel solution paths Several listeners have asked about medical device products and I searched for someone with deep experience in this area. I realize most of us are not involved with medical devices, but there is much any product manager can learn from the upcoming […]

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The 5 considerations that result in the best price for a product The topic of this episode is pricing. It is a frequently asked about topic. Determing the proper price for a product impacts profit potential and sales volume expectations. I have a great guest to help us understand the components of a pricing strategy and […]

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10 common mistakes or pitfalls new product managers should avoid A few months ago I was contacted by a product manager, Areo Wong, who works in Hong Kong. He described himself as a “newbie” with about one-year of experience. He has been struggling to learn what the role of product manager was really about. After trying […]

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3D printing creates new options for product managers and designers beyond prototyping The discussion coming up is about the state of 3D printing for prototyping and additive manufacturing. 3D printing is evolving quickly with the capability to print in a wide variety of materials. Also, post-processing capabilities, such as metal-plating plastic printed parts, are creating […]

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Improving your internal and external self-awareness is the real secret to success for product managers This may just be the most important interview yet. While it does not directly deal with product management concepts, it does deal with success concepts. The upcoming discussion is about a book The Muse called the number-one best career book […]

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Product managers operate in an environment of uncertainty and change, requiring the use of Strategic Agility How organizations can improve their product performance and overall performance is as important to product managers as it is to senior leaders. Making improvements has become more challenging as the business environment for most organizations is changing more quickly […]

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What product managers need to do for success at each stage of company growth This interview should be a fan favorite as many people have emailed me asking what executives want from product managers. My short answer is that executives and senior leaders want product managers to be thinking and acting more strategically towards the […]

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How leading innovation is different from leading business operations The state of innovation in organizations is unsettling. Executives overwhelmingly point to innovation as the growth engine for their organizations yet actual innovation performance is underwhelming. There are several factors contributing to the issue and one of them is the way innovation is led. The reality […]

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Adding win-loss analysis to your product management toolbox may be the single most effective change you can make I love it when listeners suggest topics to explore on this podcast. One of those is win-loss analysis. This traditionally is considered a sales tool to understand why a customer chose or rejected a product. However, savvy […]

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Product managers who create great customer experiences create better products Product management is about creating value for customers through the capabilities a product or service provides. That extends beyond actual features and encompasses tangible and intangible dimensions of value. Typically, when creating a new product, we start with a core set of features. Early on […]

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How to get the right insights from the right users to have successful products Design is increasingly an aspect of product management, not just product teams. More of us are familiar with user experience and its impact on design, but where does design really begin? Every true user experience expert I have talked with about […]

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Making the move from product manager to product master requires becoming a leader. A competency on the path from product manager to product master is leadership. As product managers and innovators, we rarely have any actual authority. For example, we can’t fire and hire employees. What product managers do have is influence, and it is […]

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My favorite interview: Product managers can create a consumer research platform, re-energize a brand, and do good all at the same time What is coming up is my favorite interview I have done, at least until I have the opportunity to do an update next year. You’ll hear why in the interview, but it stems […]

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Product managers can create a better organization Product management is the economic engine of society. It drives value creation. Without products, whether they be a tangible item like consumer goods, such as toothpaste, a service such as Uber, a checking account, or any other product form, the economic system we enjoy would not exist. It […]

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Savvy product managers use platforms This episode focuses on platforms — a topic I haven’t discussed yet on this podcast. An effective platform strategy is important for growing organizations as well as those that are starting. There are different perspectives on platforms and this interview primarily explores digital platforms. My guest is Larry Keeley, a […]

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Which of the 7 Change Styles Do You Use as a Product Manager or Innovator? Our work is the work of innovation. A few years ago I heard the word innovation expressed as in-a-new-way. It’s a helpful phrase to remember that the very nature of innovation means doing something new — something we have not […]

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How Product Managers and Innovators Can Validate a Product Concept for a Target Market Creating a successful product requires a diverse set of skills and one of them is properly validating a product concept. One form of this is market validation — understanding what a market segment values in the form of a product that […]

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Listen to the Interview for Product Managers and Innovators The topic of this episode is crisis management — meaning a crisis that threatens the reputation of a brand or product. When a crisis happens that involves a product, the product manager is expected to help with the issues. Also, as you take on more leadership responsibilities, it […]

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Listen to the Interview for Product Managers and Innovators Much of the advice we’ve been told about being successful as a product manager and innovator is logical, earnest… and downright wrong. My guest, Eric Barker, explores the science of success. In his book, Barking Up the Wrong Tree, Eric reveals the science behind what actually […]

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Listen to the Interview for Product Managers and Innovators Have you noticed leaders in your organization sound and look different from other employees? It’s not always true for all organizations, but leaders often talk differently — they are optimistic when they speak, they ask insightful questions, and they tend to focus on what is most […]

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Listen to the Interview for Product Managers and Innovators This is your home for making your move from product manager to Product Master so you can BEAT the competition. There are four levels, which spell BEAT, toward product mastery — Build your base, Earn professional certification, Apply deep dives, and Transform the organization. The fourth […]

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Listen to the Interview for Product Managers and Innovators I love hearing how companies are creating successful products that provide customers value, which is the topic of this episode. Gordon Stannis, the Director of Design and Strategy at Twisthink shares their approach to developing innovative solutions for their Fortune 500 clients. Gordon started his […]

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Listen to the Interview for Product Managers and Innovators My discussion is with Dave Oventhal, who has spent over twenty years in various product development and marketing positions, including product planner, product marketing manager, and product manager, and has led product management teams in various industries. He has extensive experience conducting qualitative and quantitative research […]

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I am a student of approaches for innovation – how ideas are conceived and turned into valuable products and services. However, my guest introduced me to a new line of thinking — an approach to innovation I had not previously been exposed to and for that I’m thankful. I now have another tool in my innovation […]

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Lean Startup or Stage-Gate? More often organizations are not choosing one or the other but taking the “and” option and integrating both into their product processes. The challenge is how to get them to play nice with each other and gain the benefits of each without losing something in the process. To discuss this topic […]

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As product managers and innovators we are often at the center of change because our work involves creating something new, which itself is change. Further, we need to persuade and influence others to change their perspective and embrace our ideas for building better products. Sometimes the change is small, like a new feature to a […]

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I met my guest at a Product Camp and learned that we shared a perspective about innovation and product management processes. He sums up this perspective as being “anti-dogma.” There is a good deal of dogma around processes and too often processes are applied blindly without knowing the details required to use the process […]

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In this episode, we are talking about sales people and how product managers can improve their work with sales people. For some product managers, sales professionals are a source of tension, maybe because they overpromise and make product commitments without first coordinating with product management. For other product managers, sales professionals provide access to […]

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Back in episode 121 I had the pleasure of talking with Richard Banfield, one of three authors of the new book Product Leadership. Then, in episode 125 I spoke with Martin Eriksson, who also is a co-author of the book. So, it seemed only proper that I make this a true trifecta by interviewing […]

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This is a listener suggested episode, which I love doing. I enjoy receiving requests from listeners asking for specific topics to explore. Several people have had questions about B2B product management. A B2B company sells its products to other organizations while a B2C company provides its products to consumers. To explore this topic, I […]

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A brand new book for product managers and innovators hits physical and virtual shelves this week. It’s titled Mapping Innovation and my guest, Greg Satell, is the author. We talk about some of the concepts from the book and other writing he has done, including while there is no one-way right way for companies […]

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You are not alone as a product manager or innovator if you have had to explain your job to people you work with. It’s not uncommon. While your role is vital to the creation of successful products, it is not always understood by others. It can also be a lonely role because of that. […]

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Product managers and innovators want more influence in an organization so they can better create value for customers. Without influence, we can’t build support for our ideas and convince others to help us. Influence also allows us to be more strategic in our work, which is the same thing executive leaders want from product management. […]

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This interview is rather meta. It’s a discussion about a book; not about the book itself, but about the product management decisions for creating the book. This is the story of recognizing a problem a target market has and addressing it with a product. You likely already know my guest, Alex Osterwalder, as the […]

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Listen Now to the Interview Ok, I admit it, value is my most overused word. It’s because I love the word. What do product managers and innovators create for customers? Value! How about organizations? They create value. What do customers want? The products they purchase must provide value — more value for them than […]

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Listen to the Interview As you know from my Product Mastery Roadmap, product masters are the product leaders who have influence throughout an organization to launch awesome products customers love and to build successful product teams. And, this is exactly the topic I discuss with my guest. Richard Banfield has co-authored an exciting new […]

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Listen to the Interview I’ve had the pleasure of interviewing guests with incredible insights for us product managers and innovators and today’s guest cuts through a lot of noise and presents clear principles for creating more successful products. My guest is the Chief Innovation Officer and Vice President of Innovation for Snap-on, the leading […]

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Listen to the Interview Are you like other product managers and innovators? Do you spend your time like most do? Are the challenges you encounter different from other product managers? These types of questions are explored each year in the Annual Product Management and Marketing Survey. I explored the results of last year’s survey […]

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Listen to the Interview I call listeners to this podcast Everyday Innovators. That means something. We are wired in such a way that makes us curious about problems people have, but we don’t stop there. Our real curiosity is how can we develop a product, or enhance a product, that solves a problem and […]

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Listen to the Interview I took notice when Pitney Bowes created a Product Management Council, and I wanted to learn what they are doing with this council. Anytime an organization puts a focus on their product development and management capability, I expect good things to come of it. That’s because products are the revenue engine […]

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Listen to the Interview One of the questions I am asked by listeners is how do you become a product manager. For example, Melissa emailed me and said: “I’d like to hear more about transitioning to a product management role in software – getting yourself up to speed on the technical aspects that product managers […]

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Listen to the Interview Product managers and product teams have the challenge of creating market-winning products — those are products that customers love and that create value for customers and the organization. Some product managers are not as effective as they could be, or they have actually become less effective over time. According to my […]

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Listen to the Interview This is the where product managers learn to be product masters. Product masters are the leaders of products in organizations and this episode is a very special one as I have not one but three guests who are all on their way to becoming product masters. This episode came about with […]

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Listen to the Interview A frequent question lately has been what tools are used by product managers and innovators. In this episode, we are addressing some tools for innovation. I’ll cover product management tools in a future episode. To discuss innovation tools, I talked to the one person who has literally written the book on […]

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Lean concepts are being applied across organizations, but what about applying them to marketing? To explore how Lean benefits marketing, I talked with someone who has helped many organizations fuse Lean practices into marketing. That person is Joe Dager. As product managers are frequently involved with aspects of marketing, I thought these concepts would be […]

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Listen to the Interview A book caught my attention recently, and when I investigated the author, I was even more intrigued. The book is “Building Insanely Great Products,” written by David Fradin. David has trained thousands of managers throughout the world. He infuses his workshops with insights and experiences gained as a product leader at […]

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Listen to the Interview We have seen significant increases in large companies creating some type of innovation lab or starting a partnership with an innovation lab. One benefit is that the innovation lab can run at a different pace than the organization. The lab has more freedom to try quick experiments and explore new areas […]

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Product managers have unique experiences and competencies that equip them for senior leadership roles. Many CEOs come from a product management background, including the last 8 CEOs of Proctor & Gamble. But, what should the product manager turned senior leader (or one who is planning on being a leader in the future) do to help […]

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Listen to the Interview The role of product management is encompassing more design and the need to integrate design capabilities into the product team. It is a topic that Latif Nanji is passionate about, along with designing products customers love. Latif is the CEO of Roadmunk, which creates road mapping software for the enterprise. Roadmunk […]

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Listen to the Interview I’m very interested in how innovation can be made better and one category of tools is related to team performance – higher performing teams can create products that produce higher value. One particular tool is Group Flow, which was the topic of a paper published by The International Council on Systems […]

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Listen to the Interview I have a returning guest, Tony Ulwick, who is sharing 6 tools from his new book, Jobs to Be Done: Theory to Practice. Tony is well known for the creation of Outcome Driven Innovation and as the founder of Strategyn. When ODI was published in the Harvard Business Review, they declared […]

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Welcome to the second anniversary of The Everyday Innovator™ — another 52 episodes of discussions with skilled product managers and savvy insiders. In this year in review I share highlights from several of the discussions – emphasizing concepts and tools product managers and innovators should know. Just like my 2015 Year in review, there are […]

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My guest today discusses another valuable topic related to the skills that all product managers need and that, according to a 2016 study, results in a 25% increase in pay. If you want to see the full list of topics, go to www.TheEverydayInnovator.com/podcast. The topic is how to use storytelling to share ideas and persuade […]

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Listen to the Interview This interview is a great discussion about a product story — from how the product concept was developed all the way through launch, including industry awards the product has received. My guest is Bill Ott, Executive Vice President of the product development organization at Kärcher. They are the world’s leading manufacturer […]

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I’ve been fortunate to have excellent mentors at different times during my career. I’ve seen an interesting trend in the last few years – the rise of the personal coach. This is a type of mentor. A personal coach can help you in many ways, all of which are generally related to improving performance and […]

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Listen to the Interview I’m a big believer in people playing to their strengths, and this includes product team members and others involved in innovation. Not everyone has the same strengths – if we did, that would be a bit boring. Realizing how people approach innovation and their strengths is something Tamara Kleinberg accomplishes. Tamara […]

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Welcome to the 100th episode of The Everyday Innovator™ podcast. I have a little something different for this episode, being this is kind of a big milestone, the 100th episode. I don’t have a guest today, and I’ll tell you more about that in the episode recording. For the 100th episode, I cover four topics: […]

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Have you ever wondered why some people earn attention and respect when they speak and others don’t? According to my guest, the secret to their success can be summed up in one word: gravitas. With gravitas, you can express yourself clearly and with the passion and confidence to persuade, influence and engage listeners. And that […]

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I have a great guest for us to learn from – the author of a new book, The Agenda Mover: When Your Good Idea Is Not Enough. Doesn’t that sum up the challenge of being a product manager – when your good idea is not enough. My guest, Professor Samuel B. Bacharach, argues that in […]

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The topic of this episode is another in a series of interviews I’m doing focused on the four skills that enable a 25% higher income for product managers and increasing their influence. The 4 skills were discussed back in episode 073 and include: Pitch artist – the ability to present and sell your ideas and […]

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Listen to the Interview This episode is about market research – what’s in your toolbox for conducting consumer and market research? Does it include Conjoint Analysis? Well, if not, it will after you listen to this episode. To explore the topic and walk through an example of using Conjoint Analysis, I tracked down a previous […]

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Listen to the Interview The last episode was on the topic of product roadmaps and today we extend that topic by considering product line roadmaps – roadmaps for product lines and product families. The person who has turned that topic into his professional career is Paul O’Connor. He is the founder and managing director of […]

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Listen to the Interview I’ve had some requests from listeners to explore product roadmaps, so I had a discussion with Jim Semick. He is co-founder of ProductPlan, which creates roadmap software for product teams. Jim has helped launch new products generating hundreds of millions in revenue, including being part of the founding team at AppFolio […]

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Listen to the Interview According to my guest, “Marketing at its heart is starting a conversation with someone who could be an ideal customer.” Of course, then my first question is how do we find the ideal customer for a product or service. Thankfully, my guest, Tom Schwab, had some ideas. Tom is the founder […]

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Listen to the Interview Research and development is tightly coupled with product management and innovation. To learn how an R&D person thinks about innovation, I talked with Dana A. Oliver, who has 30 impressive years of experience in R&D groups. He now focuses on writing and coaching, after leaving Medtronic, the medical device company, where […]

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Listen to the Interview This episode is about virtual teams. Many of us are part of virtual teams and we have felt the pain of virtual teams that don’t work well. Virtual teams are becoming more common in organizations and especially product management and innovation where the product team is often scattered across multiple time […]

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We have explored the topic of product portfolio management in previous episodes, but not from an Agile perspective. That is the topic for this episode – Agile portfolio management. Each week I talk with a savvy insider to help us understand an aspect of product management and innovation. This time my guest is one of […]

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Are there times that product managers need to be disobedient – not do what they were asked to do? To explore the topic I spoke with Bob McGannon who has great experience with this through the lens of project management. As the purpose of a project is to develop a product or service, product managers […]

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My son got to meet his heroes. Not sports players, astronauts, or Marvel comics characters. He met the people behind Youth Digital, his favorite source for online tech courses. We traveled to their headquarters in Chapel Hills, North Carolina. What they are all about is creating the next generation of creators, focused on kids ages […]

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Listen to the Interview I enjoyed a wonderful conversation with Saeed Khan. He started the On Product Management blog and has been a career product manager, working in Toronto, Canada and Silicon Valley. He is also a frequent speaker at product management events, including ProductCamps. I saw a presentation Saeed did on the topic of […]

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Listen to the Interview You’ve likely heard of the curse of knowledge or sometimes it is called the curse of the expert. It occurs when our knowledge leads us down predictable paths, likely not considering other possible solutions to problems but only those that are familiar to us. This is cognitive bias and is the […]

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Listen to the Interview Product managers often work in diverse teams and need good team management skills to be successful. To explore managing teams, I invited a frequent keynote speaker and coach who companies invite to teach them about improving teams and their work. He is Dr. Todd Dewett, a best-selling author, popular trainer on […]

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Product portfolio management is concerned with selecting the right products to develop, making trade-off decisions, and generally maximizing the value of the product portfolio. It is an important activity in organizations that have more than one product, but it is also an activity that is difficult to learn about. I sought to find an expert […]

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Trends can be a product manager’s best friend. They can propel products, increasing adoption by customers, or if misread, they may have costly consequences of wasted resources, too much inventory, and lost opportunities. Product managers know about the importance of trends, but are often already overwhelmed and don’t make time to study trends. Are there […]

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Listen to the Interview Product management is about change – the change that creating new products involves. Along the way, product managers need to learn about customers and their needs, consider problems from different perspectives, and collaborate with others. A person with deep experience in doing these things and helping groups and organizations identify and […]

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Listen to the Interview How can product managers help their organizations become more innovative? That is the topic of this discussion with the author of Innovation Wars: Driving Successful Corporate Innovation Programs. The author is Scott Bale, a technology & innovation evangelist. Scott has been a serial entrepreneur, speaker at TEDx, and now runs Innovation […]

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When established companies decide they need to be more innovative, they often talk in terms of acting more like a startup. But acting like a startup is much more challenging in reality, especially for larger organizations. Instead, established companies can partner with startups. Doing so is the topic of the book, Collective Disruption: How Corporations […]

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I read Crossing the Chasm when it was published in 1991. The third edition was released last year, with updated examples of how companies successfully increased the market for their new products. The book introduced me to the “target market model,” which had a significant impact on how I thought about the relationship between product […]

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Listen to the Interview Project management is an important tool for product managers and an area where we have choices. I often hear Agile practitioners talk about the evils of more planned methodologies, like Waterfall and Stage-Gate. Like most things, these areas are not so black and white and the nuances are important. My guest, […]

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Listen to the Interview I’m bringing back an incredible guest who I first interviewed way back in episode 10 – one of the first interviews I did. He wrote the step-by-step guide for implementing Lean startup practices, titled Running Lean, created the Lean Canvas tool, and blogs regularly about these topics at www.leanstack.com. His name […]

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The 2016 Annual Product Management and Marketing Survey identified four skills that are responsible for a significant increase in personal income. Product managers that excel in these four areas earn 25% more than product managers who don’t. One of these skills is called “pitch artist” and is defined as, “the ability to stand up to […]

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Listen to the Interview This episode is about the product lifecycle and developing products customers want. As the pressure to get products to market faster increases, little room is left for learning through mistakes. My guest knows this well and has helped numerous companies improve their processes and results developing products. She has worked all […]

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Listen to the Interview The topic for this episode is one I have wanted to explore for a long time – the connection between product management and content marketing. If you look at a recent marketing textbook, you’ll see sections that address product management and likely some coverage of content marketing as well. I have […]

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I have a great guest, Rebecca Kalogeris, to help us understand the pulse of product management. We discussed a number of factors, such as what department product management reports to in companies and what product managers say the future holds for the profession of product management, but I was most interested to learn the 4 […]

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My guest, Tracy Hazzard, is known as the “Product Whisperer.” She is CEO of industrial design firm Hazz Design and the co-designer of many consumer products you buy at retail stores every day. Tracy is a graduate of the Rhode Island School of Design and for more than 20 years she has been creating for […]

Product Mastery Now for Product Managers, Innovators, and Leaders: Recent Episodes

Chad McAllister, PhD - Helping Product Managers become Product Masters