Product leadership mindset for engineering leaders

1. 3 Essential Skills for every Engineer to
become an Innovation Leader in a
Product Organization
www.productleadership.com
Engineering Leader to Product Leader

2. Most Recently
Global VP Product Management
McAfee, US
CTO Office, NetIQ
Director of Engineering
15 years in Product Industry
Angel Investor
Pinkesh Shah
Faculty, IPL

3. ABOUT THE INSTITUTE
BUSINESS SCHOOL FOR PRODUCT INNOVATORS
PES University
Bangalore, India
SF State University
San Francisco, USA
CMR University
Bangalore, India
Rutgers Center of Innovation
New Jersey, USA
GLOBAL CAMPUSESGLOBAL CLIENTS
KNOWLEDGE PARTNER FOR ORGANIZATIONS IN THEIR TALENT TRANSFORMATION INITIATIVES
IPL PROPERTY – STRICTLY CONFIDENTIAL

4. Agenda
Role of Engineering Leaders is Changing
Ways to Excel in that change
Best Practices Tips to Get Started
Q&A

5. OWNERSHIP
TALENT
Technology
Technology Roles
No PM
LEVEL 1
>20 PLScore
Value
OPTIMIZING
#1 MNCs in India are forced to Innovate
Features
Product Owner,
Tech PM
LEVEL 2
>50 PLScore
Value
CO-CREATING
Products
Product Leaders,
Career Path
LEVEL 3
>90 PLSCORE
Value
PRODUCTIZING
SOURCE:
PRODUCT LEADERSHIP MATURITY MODEL

6. #2 Moving from “USP” to “UVP”
SUBSCRIPTIONS – Vendor Locking to Vendor Engaging
MARKET AGILE – Customers Expect Continuous Innovation
MARKETPLACE – Mall Buying Behavior
SOCIAL/DIGITAL – Pull vs Push Information

7. Changing Principles for
Product Design
Buy vs Easy to Sell
Love to BuyEasy to Sell

8. #3 Customer Experience is the new “Differentiator”
Consumerization of IT
User Experience is becoming more
important than featurism (even for B2B)
“Delight over Amazement”
Acceptable bar on Design and Usability
is now higher

9. #1 SKILLSET TRANSITION IS KEY
DELIVERING PROJECT
(PROJECT MANAGEMENT)
DELIVERING DELIGHT
(PRODUCT MANAGEMENT)

10. 10
PRODUCT
LEADERSHIP
COMPETENCIESTECHNICAL PRODUCT MANAGEMENT
(Product Owner)
INBOUND PRODUCT MANAGEMENT
(Product Management)
OUTBOUND PRODUCT MANAGEMENT
(Product Marketing)
CUSTOMER CENTRIC ENGINEERING
MANAGEMENT
(Product Leader)

11. You don’t need to become a Product
Manager to be a Product Leader

12. #2 DEVELOP DEEPER CONTEXT
Customer
Buyer vs User
Market Problems
Value
Competiti
ve
Alternatives?
Do more vs Do
Differently
Innovate
Business
How are we making
money?
Monetizing the
Value
Delight

13. #3 DESIGN FOR DELIGHT
TRYING TO PLEASE EVERYONE IS A
RECIPE OF DELIGHTING NO ONE
LESS IS MORE (USE VALUE
PROPOSITION CANVAS)
ASK THE RIGHT QUESTIONS
DISAPPEARING “INSTALL”, “UPGRADE”
FUNCTIONS

14. #3 DESIGN FOR DELIGHT
Its not a bug, it’s a feature Is anything wrong?Clearly Unusable

15. 3 TIPS TO GET STARTED
INVEST IN A TALENT TRANSFORMATION PROGRAM THAT
HELPS GIVE YOU RELEVANT SKILLS TO ACCELERATE.
DEVELOP VOICE OF CUSTOMER CHANNELS WHERE
EMPLOYEES CAN NATURALLY IMMERSE AND CONNECT.
SUPPORT, PRODUCT RELEASES, SALES TRAININGS,
EXTERNAL EVENTS ETC.
RESKILL
IMMERSE
MANDATE STRONGER INTERLOCK FOR EMPLOYEES WITH
THEIR CROSS FUNCTIONAL BUSINESS COUNTERPARTS AT
HQ & CUSTOMER BOARDS
INTERLOCK

16. Can we build
something
that people
want
and be
profitable?
DESIRABILITYFEASIBILITY VIABILITY
ROLE OF A PRODUCT LEADER

17. SKILLS REQUIRED FOR APPLYING DESIGN THINKING
DESIRABILITY
CUSTOMER INSIGHTING
Need Finding
Market Analysis
Customer Validation
Lean Thinking
Prototyping & MVP
FEASIBILITY
PRODUCT PLANNING
Personas
Architecture
UX & Design
Requirements, Stories
Prioritization
Product Roadmaps
VIABILITY
MARKET EXECUTION
Target Market Segmentation
Product/Market Growth
Go to Market
Sales Enablement
Customer Acquisition &
Retention
Product Profitability

18. KNOWLEDGE PARTNER FOR PRODUCT ORGANIZATIONS
www.productleadership.com
Engineering Leader to Product Leader
Pinkesh Shah
pshah@ipl.edu.in

19. Product Leader
understands and is actively
involved in the entire
productizing process and
makes functional decisions
contextually.

20. Who is our product for? Why do they need it? Why do they prefer us?

21. PROGRAM PEDAGOGY
Experiential | Relevant | Hands On
Learning by Doing
Highly Hands-on and Interactive Facilitation
● Build actionable skills
● Experiencing frameworks, models and best practices templates
● Creative Exercises, and Live Presentations/Projects
Flipped Classroom
● Videos, Identified Harvard cases, blogs/articles
● Loaded in LMS as “Pre-Reading” so class becomes more intellectually
interesting
Product Labs
● Each participant is encouraged to bring their own business idea
● Apply the concepts to a real product idea and build a product plan and
business plan
IPL PROPERTY – STRICTLY CONFIDENTIAL21

22. JOIN THE BOARD
Be part of Board of Academics &
Research (BAR) to influence new
age curriculum design
Engage Global faculty for in-house
talks/seminars
OPTIMIZE ROI
Relevant Masters level
Education/Degree Programs for
Employees
Preferential Access & Pricing
TALENT AUGMENTATION
Hire Industry Ready Talent
Get Senior Talent to work on
Sponsored Projects for 100
day Internships
FOCUSED SKILL BUILDING
Priority access to Microlearning,
Masterclasses, Workshops,
Webinars, Conferences Events &
Best Practices Research
MANY WAYS TO LEVERAGE THE INSTITUTE
RELEVANT MANAGEMENT PROGRAMS FOR HIGH PERFORMING TEAMS
BUILDING A STRONG INDUSTRY ACADEMIA CONNECT

23. IPL’s UNIQUE VALUE PROPOSITION
Our curriculum
and programs are
designed from
extensive industry
executive
feedback
OUR EXECUTIVE
ADVISORS
Industry
Driven B-
SCHOOL
With 1000+ IPLites
(IPL Alumni) from
220+ corporates as
references, our only
measure of success
is DELIGHT!
OUR DELIGHTED
CLIENTS
Impact =
DELIGHT
Our Faculty and
Coaches are Global
Product Practitioners
who “DO” beyond
“know”.
OUR FACULTY
PRODUCT
“DO”ers
23

24. EMBA Class of 2015-B

25. Can we build
something
that people
want
and be
profitable?
DESIRABILITYFEASIBILITY VIABILITY
ROLE OF A PRODUCT LEADER

26. DESIGN THINKING = STRATEGIC PRODUCT THINKING
DESIRABILITY
Is there a problem worth solving?
Does anyone want our solution?
FEASIBILITY
Can we actually build it?
Technology? People?
VIABILITY
Can we be profitable?
Is there a market?

27. SKILLS REQUIRED FOR APPLYING DESIGN THINKING
DESIRABILITY
CUSTOMER INSIGHTING
Need Finding
Market Analysis
Customer Validation
Lean Thinking
Prototyping & MVP
FEASIBILITY
PRODUCT PLANNING
Personas
Architecture
UX & Design
Requirements, Stories
Prioritization
Product Roadmaps
VIABILITY
MARKET EXECUTION
Target Market Segmentation
Product/Market Growth
Go to Market
Sales Enablement
Customer Acquisition &
Retention
Product Profitability

28. Defining the Product Manager
• Customer
Value
Modeling
Understandin
g Value
• Define
products
Creating
Value • Value
based
Pricing
Capturing
Value
• Positioning
Value Prop
Communicating
Value
• Value
Channels
Network
Delivering
Value
Productizing = Value Management
Product Manager is the orchestrator of this process but
everybody needs to be involved in productizing process!

29. Choosing to
Build
Building
Profitably
Building it
right
Marketing it
right
Selling
effectively
PRODUCT MANAGEMENT COMPETENCIES
Customer
Insights
Validation
Target Market
Sizing
Product
Strategy
Win/Loss
Analysis
Competitive
Analysis
Pricing &
Packaging
Buy/Build/
Partner
Requirements
Routes to
market
Collaterals &
Sales Tools
User
Experience
Design
Personas &
Scenarios
Portfolio
Management
Marketing
Plan
Launch Plan
Customer
Acquisition
Lead
Generation&
PreSales
Channel &
Sales Training
Evangelism
Thought
Leadership
Performance
Analysis
Business
Model & Plan
Product
Roadmap
Product
Positioning
Customer
Relationship
Mgmt
Market
Analysis
Strategic
Planning
Product
Planning
Go To
Market
Sales
Enablement

30. PRODUCT MANAGEMENT
COMPETENCIES
DESIRABILITY
FEASIBILITY VIABILITY