Roger Swannell

Category: Highlights

Highlights from “Observations on Product Management” by Dan Hill

Highlights from “Observations on Product Management”

” The job of Product Management is to deliver good products to end users. The sheer number of possible definitions of good, product and user mean there’s no standard look to a Product Manager. But if you don’t deliver, the product is not good, or no-one uses it, you’ve done it wrong.”

” There’s good process and bad process. Good process is any that allows the team to produce better work faster, with joy and elegance. Bad process is anything else.”

” Incremental development and vision are not orthogonal; they both require the other. All product must start with a vision — a point of view — but then be built critically step by step. It’s ok to learn something new as you go.”

Highlights from “A CEO guide for avoiding the ten traps that derail digital transformations” by McKinsey

Highlights from A CEO guide for avoiding the ten traps that derail digital transformations by McKinsey

“… companies need to take more risk, not less. Many senior executives look back on their transformation programs1 and wish they’d been bolder. In today’s environment, making incremental changes is like rearranging the deck chairs on the Titanic.”

“Many companies have adopted a “let a hundred flowers bloom” philosophy that encourages broad experimentation. Such an approach generates excitement and learning, but it can also be self-defeating if not carefully managed. Running too many competing initiatives dissipates management focus and starves promising ideas of the resources they need for a successful scale-up.”

“Focusing on the right kind of initiatives is equally important. Too often, businesses pour resources into programs that yield short-term gains but can’t be scaled, aren’t sustainable, and don’t add value. To avoid this wasted energy, any digital transformation should start with understanding customer needs and build out solutions that not only address them but have the potential to generate the most impact.”

“Evaluating the customer decision journey is a good place to start… the joining and onboarding processes for new customers often offer plenty of opportunities for significant improvement.”

“Agility and speed are second nature to a digital organization, but energy can turn to chaos if it isn’t channeled purposefully. Leaders need to be systematic about identifying and capturing business value, which begins with creating transparency into, and useful metrics to track, the progress of digital initiatives.”

“Organizations that embrace learning typically develop inexpensive prototypes, test them with customers, and repeatedly refine them until they reach a minimum viable product (MVP). They seek feedback on new features from small groups of customers through simple surveys or by gauging their responses to specific elements such as the wording or layout of a web page.”

“However quickly you think you are going, chances are it isn’t fast enough. Speed is of the essence when it comes to reacting to market changes and capturing revenue opportunities before competitors do.”

“The most effective businesses ingrain speed by making agile a way of life. They use short development cycles to address specific needs, try out rough-and-ready fixes repeatedly with customers, and produce “good enough” solutions. In marketing, for example, agile organizations12 can test multiple new ideas and run hundreds of campaigns simultaneously and get ideas into the field in days rather than weeks or months.”

Highlights from “The Platform Manifesto – 16 principles for digital transformation” 

Highlights from “The Platform Manifesto – 16 principles for digital transformation” by Sangreet Paul Choudary

“Traditional business models work like pipes.”

“Value created upstream is delivered downstream.”

“Emerging business models work like platforms.”

“Pipe Scale – business scale powered by the ability to coordinate internal labour and resources towards efficient value creation and towards delivery of the created value to an aggregated consumer base.”

“Platform Scale – business scale powered by the ability to leverage and orchestrate a global connected ecosystem of producers and consumers towards efficient value creation and exchange. The management of platform scale involves the design and optimization of value-exchange interactions between producers and consumers.”

Copyright © 2018 Roger Swannell

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