Product Innovation, Agile Transformation, Design Thinking
I’m often asked to help teams prepare a Go-to-Market strategy to prepare for the launch of a new product. I’d like to share a few simple steps I use when preparing to deploy a product. What is Deployment? To deploy a product means to launch it in the marketplace and make it available to its users. This phase is also
Solid Product management and discovery practices are at the foundation of any product development effort. I often find that when Agile fails, it’s not because “Agile” doesn’t work. It’s because the organization has not taken the rights steps to foster a product development mindset. Here I share a few tips on how to support Product and Agile transformations.
Today’s market is increasingly more competitive as new products are launched daily and entire industries are thrown upside down by innovators. Think of Uber and Lyft, how they have revolutionized the taxi industry, which — caught by surprise — is struggling to redefine its identity and maintain market relevance. Or the recent purchase of Whole Foods by Amazon, the leader
The idea behind a Design Sprint is to compress the time it takes to go from idea to validation for a specific problem to just a few days, rather than weeks or months. A Design Sprint brings together principles of Design Thinking and Agile, in a structured, time-boxing format. Originally designed by Google Ventures, the format of a Design Sprint
Once you have a Product Vision and an initial understanding of the customer needs and the opportunity, it’s a good time to look ahead across all 5 Dimensions of great products and begin thinking about the activities to do at each stage of the product development process. As we discussed in several occasions, there is a risk in approaching the
Delivering a great customer experience starts with insightful understanding of customer needs and the customer’s point of view. Voice of the Customer (VoC) is the process of understanding the customer’s expectations and validating the outcomes of your product through customer feedback. Instead of looking at customers through a lens that too often relies only upon analytics, business metrics, and secondary
I have worked in a variety of organizations across different industries, helping my teams or my clients build successful products. From Cisco to Capital One, from my startup Goozex.com to clients I have advised, from private organizations to the military, I have found three common elements that successful teams must have to deliver great products. These elements are the three
A developer approached me at a recent Agile conference where I was presenting a topic on building great products with small iterations, and he said, “I wish I had known this a year ago….” He had taken on a new project from a company that provided a full document of requirements upfront. They wanted to build a new system and
The meeting with the customer did not go well. The prototype was not yet finished, and the customer wasn’t able to grasp the qualities of the idea he was presenting. This project was already over budget, and there was no clear line of sight on its completion. By all measures, it was taking too long to put together, and the
We have become increasingly good at building products. Agile, DevOps, Lean Startup methodologies have reduced the time to market and the complexity of deploying a new set of features, while improving the quality and shortening the feedback loop with customers. Armed with these methodologies, product managers can ideate, design and build products in shorter times, deploy them in the marketplace,