Product Management: Understanding Business Context and Focus , livre ebook

Troubador Publishing Ltd - Asomi Ithia

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42 pages

English

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Product management starts here. Before building and managing products in mid-to-large organisations, product people need to understand the organisation's aims, strategies and culture and what they mean for them. Product Management: Understanding Business Context and Focus explores how business context and focus relate to, and impact, product management, from the organisation's vision statement to objectives, strategy, values and culture. Looking specifically at what each encompasses, the book examines the different approaches taken by organisations and how this flows down to and can be navigated by product people.Product Management: Understanding Business Context and Focus is the second of a four book series. Together, the books are designed to provide a straight-talking and pragmatic approach to the creation, delivery and management of products in such a way that creates value for your customers and business.

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Strategic management

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Publié par	Troubador Publishing Ltd
Date de parution	28 août 2019
Nombre de lectures	0
EAN13	9781838596804
Langue	English
Poids de l'ouvrage	1 Mo

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Extrait

Product Management:
Understanding Business Context and Focus
Asomi Ithia
Copyright © 2019 Asomi Ithia

The moral right of the author has been asserted.

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers.

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ISBN 978 1838596 804

British Library Cataloguing in Publication Data.
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Matador is an imprint of Troubador Publishing Ltd

To Jennifer, Thomas and Joshua,
thank you for your love and support
Contents
Acknowledgements
Welcome
Introduction
1 Business vision
2 Business goals and objectives
3 Business strategic focus
4 Understanding and navigating values and culture
That’s it
References
Notes
Acknowledgements
Many people have helped make these books possible – from speaking about their product management experiences and perspectives to listening to my thoughts and ideas, and providing feedback on the drafts. To each and every one, I say ‘thank you’ for giving up your time. It’s with your input that this product exists.
Thank you to
Abdul Terry
Abisola Fatokun
Adam Warburton
Ahron Geminder
Ali Hussein
Alison Cusack
Allen Bastow
Amar Melwani
Andrew Rollason
Andy Black
Antoinette Lynch
Brendan Marry
Calvin Faife
Caspar Atkinson
Claire Hall
David Matthews
DC Patel
Denise Bennett
Diana Spiridon
Elisabeth Schloemmer
Gareth Capon
Garry Prior
James Gamble
James Routledge
Janna Bastow
Jas Ahluwalia
Joe Darkins
Jonathan Culling
Ken Kwabiah
Ladislav Bartos
Laura Nana
Leanne Cummings
Lester Bunn
Luca Vincenti
Manish Sahni
Marianna Satanas
Martin Ericsson
Michael Dargue
Michael Smith
Mike Darcy
Nick Charalambous
Nicky Hickman
Paul Cutter
Peter Bricknell
Peter McInally
Peter Newman
Peter Simon
Phoebe Innes-Wilson
Randy Silver
Rob Crook
Sabine Bickle
Sabine Capes
Stephen McDonald
Stuart Moore
Welcome
I’d like to continue sharing
Through this and the other 3 books in the Product Management Series of Books i , I’d like to share product management thoughts and lessons gained from my experiences, and those of product practitioners and leading organisations.
The discipline of product management has seen significant change in its importance and application over the past 10+ years. Much of this has been driven by factors, such as increased customer power; a realisation that understanding and serving customer needs is critical to business success; the need to move quickly to maximise opportunities before someone else does or it disappears; new internet-age opportunities and business models; advancements in technology that make it easier to create products at scale, and changes in thinking about how organisations get work done.
Taking these into account, the purpose of the Product Management Series is to provide useful and thought-provoking insights that help product people, in mid to large organisations, get product management done in a pragmatic way that meets the needs of customers and the organisation.
Whether already deep in the product management trenches, or at the early stages of your career, the Product Management Series seeks to add to your knowledge and skills.
This book, Product Management: Understanding Business Context and Focus covers how business context and focus relates to, and impacts, product management from the vision statement to goals, objectives, strategy, values and culture. It specifically looks at what each encompasses, different approaches organisations take to setting and implementation, and how this flows down to, and impacts, product management at a functional level.
Product Management Series – 4 books to help get product management done
Combined with this book, the Product Management Series is designed to cover the spectrum of activities required to create, deliver and manage products that create value for your customers and business.

Product Management: Mastering the Product Role. Opening with definitions of the business/customer value exchange, products, product management and its core and accompanying activities, the book goes onto outline a number of potential fits for product management in different organisational contexts. It then moves onto define product management roles, responsibilities, skills and competencies; provides guidance for being an effective product person; advice for nurturing and developing your product talent, and suggestions for engaging and working with stakeholders and making product management work in mid-to-large organisations. Lastly, it covers a few thoughts on the future of product management and provides 2 tools for incrementally planning and reviewing progress.

Product Management: Bringing New Products to Market. Starting from framing the idea, this book moves onto setting a motivating vision, objectives and key performance indicators (KPIs). It then covers understanding customers and using this to create and deliver new products into market. Supporting areas that product people need to (as a minimum) understand and may need to get involved in defining and delivering, are also covered.

Product Management: Managing Existing Products. Beginning with questions that product people need to be able to answer, this book then goes through activities for creating a cadence for developing, optimising and executing strategies to move existing products forward – including objective setting, strategy and roadmaps, iterative delivery and much more.
Each book is laid out in a way that makes it easy to jump to particular topical areas. All areas of content are brought to life with constructs, figures, references and samples of experiences from product practitioners.
Customer and business needs
Businesses and customers have a co-dependency. Illustrated at the beginning of Product Management: Mastering the Product Role, this can be described as a bi-directional business/customer value exchange (or relationship) that delivers value to both.
As an important part of being in business, all books in the series aim to address this through covering the business and customer sides of product management, in equal measure. In short, a key theme of the books is to absolutely obsess about meeting customer needs, but without losing focus or being apologetic about ensuring that the business achieves a return for its hard work.
Do it your way
We are all different, work differently and face situations that require different approaches. The books aim (as much as possible) to provide a flexible approach that includes options over a rigid set of rules, frameworks, or models.
Let me explain.
While meeting and interviewing product people for these books, one striking occurrence was the infrequency that they talked about frameworks or models. Most tended to just talk about how they ‘got stuff done’. Here or there a model or framework would be mentioned, but in the main, more was said about ways of working and activities.
So, what does this mean for frameworks, models and constructs (of which the books contain a few)?
There is no doubt that they deliver immense value ii . But not purely in a form that must be followed without deviation. When asked about frameworks and models, many of the people I interviewed had read about them, listened to people talk about them and been on training courses to learn about them. However, once past this learning, they either treat them as guides to help direct their work, pick parts to use when the need arises, or use them whole (when required).
In doing this, they have mastered the art of knowing when to use whole or parts of each – they have created their own approaches that work for their skills and context.
Effective product management is about continuously learning and challenging yourself to find new and better ways to deliver value – the books aim to support this by providing insights that help you build your knowledge and skill sets, and ultimately your own way to get product management done.
As you read, the content should be used as a guide that helps you understand key concepts and define your own approach. To support this, where possible, options have been added to help you select the path that is right for you, your organisation and context.
About me
I have been working in product management and product marketing for over 20 years in small and large businesses including BT, 02, Thomson Reuters, Sky and Barclays. In my time I have worked across all stages of the product lifecycle using a range of techniques to understand customer needs and deliver products against them – along the way I have experienced many ups and downs and never stopped learning. I have also had the opportunity to work with some great people, from whom I have learned so much (I know, it’s a cliché, but very true).
Lastly, I co-host a product meet-up in London called The Product Group iii . It’s a great place for topical debate, listening to