You’ve got some shiny new segmentation data about prospective customers; how much they earn, where they are located, how old they are. How does that help you make decisions about your product? You know this information, but you don’t really know your audience, or why they might become your customers.
Forbes quoted Steve Jobs as saying “I’m as proud of what we don’t do as I am of what we do.” This is a really enlightened perspective – and a way to enforce focus from the top down. Before you can drive a “this goal is more important than that goal” focus, you have to make sure you’re actually focusing on the goals.
We hear a lot about building products which are “good enough” or “just barely good enough.” How do we know what “good enough” means for our customers? No one really tells us.
Your product roadmap is a view of what you are building right now, in the near future, and in the more distant future. Or is your roadmap a view of why you are building whatever you’re building right now, in the near future, and in the more distant future?
Your roadmap is both – but one is more important than the other – and product managers need to be able to view the roadmap both ways.
“Agile” is something most teams do wrong*, without realizing they’re doing it wrong. A good 2×2 matrix acts as a lens, helping to convert information into insight. Let’s apply this lens to agile as applied within a company, and see if it helps people decide to do things differently.
Theodore Levitt may have developed the whole product model to help companies compete more effectively with their products. We wrote about the whole product game based on Mr. Levitt’s work. Recently, I’ve been using a variant of this model as a way to view a product and upcoming roadmap items. It is a powerful way to share a perspective on your product with the rest of the team, and frame conversations about where best to invest.
Agile is not magical. Changing from a waterfall process to an agile process changes how your team works, and helps eliminate inefficiencies. Adopting an agile process does not let you magically have a more successful product. What makes agile powerful is also makes it dangerous.
Paddy Barrett in Ireland is preparing his Master’s thesis on Product Management and would like to interview (USA) state-side product managers for his primary research. It would be awesome if you could help him, and help us all.
How can Theodore Levitt’s classic Whole Product approach help with defining a product roadmap? I’ve been revisiting his concepts and their use recently, thinking about how to revise them for some exercises I’ve been doing with product teams.
There is a lot of advice out there for how to write requirements. There is not as much discussion about why to write requirements. Spend some time thinking about why you write requirements before you make decisions about how to write your requirements.