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Product Management's Role in Creating a Culture of Innovation |
by Robert S. Siegel |
01.26.2010
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Every company needs to innovate. Innovation is not just about developing new
products or services; it's about process improvements, greater efficiencies,
and finding new and better methods for everything from sales to internal
communications. Innovation is
about
growing shareholder value.
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Last Updated ( 01.26.2010 )
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Market Requirements Document (MRD) - Great in Theory, Not So Great in Practice |
by John Mansour |
10.16.2009
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No one would argue the value of connecting product features to market needs, the primary objective of an MRD. Yet the reality of how MRD’s are created and used may actually defeat their purpose.
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Last Updated ( 10.16.2009 )
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Incremental Product Enhancements vs. Game Changers |
by John Mansour |
07.15.2009
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Rewind the clock 18 months and many product companies were motoring along just fine with a product investment strategy of continuous incremental enhancements across all products.
But when the market suddenly collapsed, a long festering problem was suddenly exposed as many companies quickly discovered they had no big hits in the product pipeline to cushion the blow of the recession.
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Last Updated ( 07.15.2009 )
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Reactive Product Decisions - Avoiding The #1 Culprit |
by John Mansour |
04.29.2009
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The
single biggest reason product decisions are reactive is the absence of a
cohesive top-down strategy that articulates where you're going, how you'll get
there and why you'll succeed - as a company - with product direction a
key component.
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5 Phases of Requirements, 3 Ways They Improve Overall Company Performance |
by John Mansour |
07.13.2008
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A phased approach to requirements goes far beyond product development, building value from top to bottom that collectively improves the overall performance of any product company.
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Last Updated ( 10.07.2008 )
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Requirements - The Problem is the Problem! |
by John Mansour |
05.11.2008
All great products begin with a well defined need. But the reason many
products miss the mark is because product managers have been taught
that business requirements always begin with a problem definition.
Starting your requirements with a problem definition is a problem.
Here’s why.
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Last Updated ( 10.07.2008 )
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Product Management & Product Knowledge - Asset or Liability? |
by John Mansour |
04.01.2008
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Okay product managers, what has all your down-in-the-weeds detailed
product knowledge done for you and your company lately? Entitled you
to more phone calls and emails? Turned you into first line customer
support? Allowed you to write endless pages of detailed specifications
that are more painful than a root canal minus the Novocain? It doesn't
sound like product management.
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Last Updated ( 09.09.2008 )
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Product Management - Multi-Product Paralysis |
by John Mansour |
06.03.2007
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The initial stages of paralysis begin the moment your company has its
second product; two products, two agendas, and two sets of priorities.
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Last Updated ( 09.15.2008 )
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Customer Feedback: Are You Asking The Right Questions? |
by John Mansour |
03.31.2006
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Asking your customers for input on future product direction can be a
double edge sword. If you're not asking the right questions, this
process can create more headaches than it cures. The secret to
valuable feedback lies in how the questions are asked. Here are a few
simple tips that should yield more useful customer feedback.
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Last Updated ( 09.15.2008 )
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Product Management - Removing Speed Bumps in Your Planning Process |
by John Mansour |
07.31.2005
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Opinions are like noses. Everybody has one when it comes to product
plans. Just like noses, no two opinions are alike, making it difficult
to garner broad support for any plan. The speed bumps appear when
you’re asked for more information at every step of the approval process.
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Last Updated ( 10.07.2008 )
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