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Not every new product or updated version of a product is a success. Product managers can use the same processes, proceeding step by step, yet have different outcomes. In one case they create a market-winning product. In another case, the product is a dud and fails to win over customers. What is going on here? Why does product management and innovation "work" some of the time but not all of the time? More importantly, wouldn't you want to know what you do to increase your success rate - more market winners and fewer duds? This problem is common to organizations, with an average of 4 out of 10 product launches failing. But, product managers can improve their success and the organization's success in the process. And, product managers that can do that receive the rewards that come with greater success and influence. Attend the webinar to understand why product management and innovation fails some of the time and how to decrease failure and increase success.

Marketing

AIPMM Webinar Series
Why Product Management and Innovation
Fail and What to do About It

Chad McAllister Ph.D. – The Everyday
Innovator podcast
Our Speaker

Why Product
Management
and
Innovation Fail
and
What to do
About it

Chad McAllister ‒
‒Product Management Top 40 Influencer
‒Top 10 Innovation Blogger
‒Author of Turning Ideas into Market
Winning Products
‒25+ years product management
experience
‒PhD in “Innovation”
‒Creator of the Product Mastery Roadmap
‒Trained product managers at…
Host of The Everyday Innovator
Podcast

Topics
What is failure?
How much failure?
Experts say…
My exploration via research.
Proposed solutions.
What is really going on.
Real solutions.

What Does this Mean?
Annual revenue: $10M

What Does this Mean?
Annual revenue: $10M
40% from new product: 4M

What Does this Mean?
Annual revenue: $10M
40% from new product: 4M
Assuming 0% failure, not 40%: 6.67M

What Does this Mean?
Annual revenue: $10M
40% from new product: 4M
Assuming 0% failure, not 40%: 6.67M
Assuming 20% failure, not 40%: 5M

What Does this Mean?
Annual revenue: $10M
40% from new product: 4M
Assuming 0% failure, not 40%: 6.67M
Assuming 20% failure, not 40%: 5M
Cutting failure rate in half =>
10% greater Annual revenue

“New Product Failure Rates”
http://goo.gl/M88dA5

What Experts Say
“How companies can
do everything ‘right’
and yet still lose their
market leadership.”

What Experts Say
Outcome Driven
Innovation

Tony Ulwick and Clay Christensen
Outcome
Driven
Innovation
Source: Wikimedia Commons

Why Product Management Fails
www.theeverydayinnovator.com/106

Why Product Management Fails
www.theeverydayinnovator.com/106
1. What is a need

Why Product Management Fails
www.theeverydayinnovator.com/106
1. What is a need
2. What the needs are

Why Product Management Fails
www.theeverydayinnovator.com/106
1. What is a need
2. What the needs are
3. Which needs are
unmet

Why Product Management Fails
www.theeverydayinnovator.com/106
1. What is a need
2. What the needs are
3. Which needs are
unmet
4. Identify segments

My Research
Why are product
outcomes
inconsistent?

Proposed Solutions
Idea-Management System
Outcome-Driven Innovation & Jobs-to-be-Done
Blue Ocean Strategy & Value Innovation
A-to-F Model
IDEO’s Deep Dive & Design Thinking
Crowdsourcing & Open Innovation
Customer Development Methodology & Lean Startup

Review
 What is failure? Falling short
 How much failure? Around 40%
 Experts say… Customer needs
 My exploration via research. Missing requirements
 Proposed solutions. Numerous methodologies

A Real Case Study
“We have product management
processes, but we didn’t have the
knowledge to understand the reasoning
behind the processes. We also didn’t see
the big picture – how our work connects
to the business. Know we do.”

Real Solutions
• Innovation Strategy
• Enabling Culture
• Ideation Framework
• Ideation tools
• Business Case
Fuzzy Front End / Ideate

Real Solutions
• Customer Needs
• Project Planning
• Project Execution
• Beta Test
• Revision Preparation
Product Development

Real Solutions
• Launch Planning
• Launch & Growth
• Mature
• Decline
• Retire
Life Cycle Management

How a $10M business adds $1M revenue
Annual revenue: $10M
40% from new product: 4M
Assuming 0% failure, not 40%: 6.67M
Assuming 20% failure, not 40%: 5M
Cutting failure in half =>
10% greater Annual revenue

eCourse closing Jan 23rd
www.theeverydayinnovator.com/idea

Q & A Session
Ask questions. Our team is standing by to help.
The webinar slides will be posted to our
website and our
http://www.Slideshare.net/aipmm
The webinar recording will be posted at
http://www.AIPMM.net
for members

Upcoming Webinars
WWW.AIPMM.COM/AIPMM_WEBINARS
AIPMM Webinar Series:
http://aipmm.com/aipmm_webinars
Topic Suggestions: support@aipmm.com
Announcements: http://www.aipmm.com/subscribe
LinkedIn: http://www.linkedin.com/company/aipmm
Membership: http://www.aipmm.com/join.php
Certification: http://aipmm.com/html/certification/

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We all want to be part of organizations with a clear purpose and great strategy for the future. And no matter how we are organized, products are the core of the value we deliver. And product managers are at the core of unleashing value. For most organizations, it isn’t a lack of good ideas, but how they organize to address opportunities that makes a difference. Are you oriented around workflows? Functional groups? Processes? Or are you part of a cross-functional group? And let’s not get started with development groups struggling with Agile implementations. While we can’t boil the ocean in one webinar, David Dunning and Pamela Schure will break down the different components of successfully turning a strategy into a Product or service that sells.

Generating Value From Your Strategy

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Common Market Challenges Faced by Product Manager Role

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Launching a successful product is no easy feat. Behind every great product is a cohesive, well-aligned product team with clearly defined roles and accountabilities. Simply put, successful product management is 100% a team sport. Learn the distinct responsibilities of each role and how to ensure they're effectively working together to build the right products, for the right users. We'll discuss opportunities that Product Managers can leverage to better collaborate with their Product Owner, Scrum Master, UX, and Engineering Manager to deliver critical product artifacts. You'll learn proven techniques you can use, such as the Team Working Agreement, to ensure there is clarity, trust, and clear accountability on your product team. What You Will Learn: The key roles and responsibilities of the Product Manager, Product Owner, Scrum Master, UX, and Engineering Manager How a Product Manager will collaborate with each role to deliver critical product artifacts How to create greater alignment and trust among the product team

5 Key Roles on an Agile Scrum Team.pdf

AIPMM Administration

Product Managers get products on the shelf. Product Marketing Managers get them off the shelf. But, in fact, the roles are deeply intertwined, requiring the engagement of both parties from concept inception through product retirement. They are co-dependent roles. Both are strategic in nature and focused on achieving business success. Naturally, there is an overlap of knowledge and tools between the two, yet each role wears different hats. This is understood all too well by Product Managers who don’t have a dedicated Product Marketing Manager as a partner. They often end up wearing both hats as they attempt to accommodate both roles, and that’s enough to give you a whopping headache. So, what then delineates these two, critical roles in a product’s success? Just what is a Product Marketing Manager, what do they do, and why might you want to be one? In this webcast, we’ll explain.

The Integral Role of Product Marketing in Achieving Product Success

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Accounting as a Product

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What do milkshakes, ironing shirts, and the iPod have in common? These diverse products have all benefited strongly from the application of the Jobs-to-Be-Done (JTBD) framework. As Product Managers, we often face the challenge of keeping ourselves and our stakeholders focused on the problem space long enough to illuminate the customer’s real needs. Yet, when defining those needs, too often we embed our presumptions about known or anticipated solutions, making our needs analysis merely a description of the solution we already assumed. That kills innovation. The JTBD framework tackles this problem. While it has gained significant momentum in recent years, there are still misconceptions and unfortunate misapplications of this valuable framework. As we’ll demonstrate in this webcast, the proper application of JTBD enables us to discover the ultimate needs and goals of our customers, empowering us to create truly relevant and more innovative products. What You Will Learn: Why the JTBD framework is so valuable How to apply various levels of Jobs thinking to your personas How companies have applied the JBTD framework to various products

Applying Jobs-to-be-Done for True Product Innovation

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As a PM you want to contribute to business outcomes by achieving product outcomes with the outputs (features) you create. The first step in this journey is to determine how you will measure success by asking the question “What does this feature do for the business?” followed by, “How will we measure success?” To have this conversation within your organization you need to first understand the differences between Key Performance Indicators (KPIs) and Objectives and Key Results (OKRs). They are related, but each tells a different story. Join us as we uncover the keys to understanding customer engagement and how that engagement will impact your business. We’ll discuss KPIs like leading product indicators, such as product signups, to lagging business outcomes such as annual contract value. By the end of this webinar, you will have the know how to track progress towards achieving business goals, not just keeping count of how many features you’re releasing. Your executives and stakeholders will appreciate the difference! What You Will Learn: · The difference between KPIs and OKRs and the importance of each · Understand which KPIs move the needle for your customers · How leading product KPIs lead to lagging business outcomes – and ultimate business success

From Outputs to Outcomes, Achieving Success with OKRs

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As a Product Manager or Product Leader, you must ride the wave of rising salaries and expanding career paths in product management as you shift toward product-led growth. To do this successfully, you need to understand your current strengths and weaknesses. Strengthening your skills across all dimensions is key to success. One thing is certain: training prepares you for promotion. Skills you need now early in your career differ from those you will need to advance into leadership roles later. It is critical that you invest in your near-term personal growth, while also preparing for long-term career advancement. Join us as we explore what critical skills are needed for product management career progression, and how to evaluate and strengthen skills to change industries. We will share insights and findings from the second edition of our Product Management Skills Benchmark Report. WHAT YOU WILL LEARN: · 15 core skills for Product Managers and their impact on the career lifecycle · Tools and advice for improving skills, and opening career opportunities · How to emphasize your skills to boost your resume in 2022 and beyond

Accelerate Your PM Career in 2022!

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“Our product isn’t as successful as we expected.” “Product Manager, why is that? Does the product lack key features? Is our messaging confusing?” Commence inter-departmental finger pointing! As Product Managers, an intimate knowledge of our customers is our greatest resource for answering tough questions. More than a mere flow of activities, a customer journey helps us learn the “why” behind our customer’s behavior, from their first awareness of our product, to hopefully a long, loyal relationship with them. It’s a data-informed technique we use to coordinate cross-functional efforts and inspire smart decisions. Learn how to develop your Product Manager superpower: true customer insight. We’ll discuss how you can leverage customer journey maps to better drive adoption, deliver value, and delight customers. What You Will Learn: • How to leverage customer journey maps to understand customers, solve problems, influence decisions, and create customer value • How customer journey maps support the seamless alignment of the “Whole Product” • Tools to create an effective customer journey map – even for complex B2B situations

Customer Journey Maps – Your Secret Weapon to Driving Product Adoption

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iPhone or Android? Half full or half empty? DCU or MCU? Is one ‘better’ or can they co-exist? Questions like these are sure to stir emotions, invoke strong points of view, and heated discussion. For product professionals, perhaps the most frequently debated issue – the one we can’t ever seem to escape is: Product Manager or Product Owner? Or Both? Why are there two roles that seem to be so closely related, yet are different? Do we need them both or can one person do both jobs? We could simply say that ‘Product Managers are externally focused on discovery and strategy while Product Owners are internally focused on delivery and execution,’ but that belies the nuance of the roles, and how they interact. We’re going to give you a practical orientation to navigating these roles as an individual contributor, and as a product leader. And we’re going to have some fun in the process! What You Will Learn: How the Product Manager and Product Owner Roles compare in scope and key responsibilities – and where they overlap. When to keep these roles separate, and when it’s best to combine them into a single role, and what the trade-offs are. What to do if you are in one of these roles and must work with the other role. Where each of the above approaches has worked well, with real-world examples

Product Manager vs Product Owner

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We know one of the biggest challenges Product Managers face is writing detailed requirements that empower your teams to create customer-centric products. In our previous webcast, Writing Product Requirements That Amplify Customer Needs, Colleen O’Rourke gave you a good foundation to build your requirements informed by customer research. Since you asked so many great questions during the discussion, we knew we should spend more time on this important topic. You wanted to know more about the practical ways to write effective requirements, how to justify the ROI of features, and how to address the challenges of effectively defining a Minimal Viable Product (MVP). In this month’s webcast, Tom Evans will dive deeper into these challenges. He’ll share tips and tricks that he has learned over the years to help you enable more effective team dynamics between product management and product development to ensure you are delivering meaningful value to your customers. What You Will Learn: How to use Story Mapping to refine problem scenarios and break down epics into user stories that create clarity across your team How to optimize the distribution of responsibilities on requirements How to think creatively about MVPs for new products and next generation products How to measure value delivery for products and features

Writing Product Requirements: Part 2 Increasing ROI and Alignment

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In our previous webcast, Robyn Brooks explored using Voice of the Customer techniques to better understand your customers’ needs to find “moments of truth,” and identify how your product can help them along their customer journey. But how do you take the insights that you gather during this process and convert them into detailed requirements that empower your teams to create customer-centric products? This month, Colleen O’Rourke will discuss the next steps that Product Managers must take to transform their market research insights into actionable product requirements. We’ll also look at the relationship between requirements and innovation, and how to ensure that you’re writing requirements that drive more meaningful solutions. What You Will Learn: • How to write requirements for both Agile and Waterfall processes • The spectrum of information that makes up “requirements” and which of these the Product Manager is responsible for • The key tools that every Product Manager should know to document requirements in detail • Tips, tricks, and pitfalls to avoid when writing requirements

Writing product requirements that amplify customer needs

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According to the MIT Sloan Management Review, over 50% of new product launches fail. Ouch. One major contributor to these failures is not understanding customer needs. Learning how to effectively conduct Voice of the Customer (VoC) research can help you significantly reduce your odds of failure. Insights you develop from VoC activities are critical to understanding customer needs and validate that you are delivering a superior customer experience. But how can you do this effectively? There are many approaches to conducting a VoC program. While each technique is valuable, the most powerful program includes directly interacting with the customers in your target market segments. If you are truly vested in becoming more customer-oriented, join our webinar so you can learn to develop a structured approach to gain customer insights. When properly gathered and analyzed, customer insights will enable you to develop products that deliver a stronger value proposition and increase your chances of their success. They typically generate more revenue and are more profitable too!

Harnessing the Voice of the Customer

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Maybe you just landed a Product Manager Interview… Congratulations! You’re on the verge of taking the next step in one of the most exciting and fastest-growing careers today. What do you do now? If you’re like most people, you Google the company you’re interviewing with the term “product manager interview”. You scour typical product manager interview questions they ask and highly curated suggested answers. You memorize some and try to present yourself as the “perfect Product Manager”. Your stress level is likely to increase and hopefully you will be a bit more prepared. But is that all it takes? Join our webinar where we’ll discuss how to enhance your instincts and provide a framework for you to be at your best in a Product Management interview process. Learn the types of questions to expect and which experiences in your background you need to emphasize (or de-emphasize). We’ll discuss the preparation and research you will need to perform so you can best present yourself as the best candidate for the role. We want you to have the tools you need, specific to the type of company you are interviewing for and specific to your experience level. AND, with the impact of COVID-19 and the prevalence of virtual interviews done remotely, you will take away concepts and constructs that ensure you can present yourself most effectively in this new world of interviewing. Learn these actionable tips from Kenny Kranseler, who has interviewed hundreds and hired dozens of Product Managers at companies like Microsoft, Amazon, and burgeoning startups. What You Will Learn: • The skills a company is looking for in a prospective PM and potential biases you face based on your background • The types of questions you will be asked and frameworks for how to prepare so you can put your best foot forward • How to alter your interview preparation to shine in the new world of remote/virtual interviewing

Get Hired: Interview Like a Pro for a Product Manager Job (Remotely!)

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Lean and Agile models are great tools for “how” you manage a development project. But they offer little insights for the other critical, high-stakes decisions for a coherent, compelling product. The other key questions are “what?”, “who?” and “why?”. More iterations faster is the wrong tool for these decisions. Increase your chances of winning by creating a great market fit quickly and deliver a compelling product to Market Leaders - while reducing your biggest project risks. Mitigate your biggest risks delivering high-stakes projects. First Risk First project management decision model

Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 3: Faste...

AIPMM Administration

Lean and Agile models are great tools for “how” you manage a development project. But they offer little insights for the other critical, high-stakes decisions for a coherent, compelling product. The other key questions are “what?”, “who?” and “why?”. More iterations faster is the wrong tool for these decisions. Increase your chances of winning by creating a great market fit quickly and deliver a compelling product to Market Leaders - while reducing your biggest project risks. Develop a truly compelling product with great market fit – with value beyond a technically viable “MVP”– in a fraction of the time. Market Fit Fast value model and Minimum Compelling Offering release concept.

Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 2: Viabl...

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In this second part of a two-part series, we’re going to continue covering one of the areas of Product Management that PMs find challenging – how to understand and beat the competition. Our Product Management Skills – Benchmark Report from 2019 identified Competitive Analysis as one of the three areas that Product Managers find most challenging. Problem is, effective Competitive Analysis can make the difference between a product that just does its job well, and a product that dominates the market. It’s a skill every Product Manager should perform with ease, so that they can both build the best products possible and promote them effectively to satisfy their customers before their competitors do. Whether you’re a Digital Product Manager whose customers expect competitive gaps to be closed quickly, or you have a physical product with more traditional concerns, we’ll help you develop a plan to slay your competitors! In Part 1 of this series, we presented the big picture of Competitive Analysis, and identified the nine different dimensions of research and analysis needed to get a thorough understanding of the competitive landscape. In Part 2, we’ll review the final five dimensions of analysis in more depth, and complete the survey of critical tools and frameworks to use. We’ll discuss how to make Competitive Analysis a regular part of your work without breaking a sweat, and how to turn analysis into actionable insights to both build products that matter, and market them most effectively. What You Will Learn: Specific tools and techniques for the last five dimensions of Competitive Analysis so that you can put them to work right away Answer the critical question of Product Management: So What? Now that you understand the competitive landscape, you’ll learn how to apply Competitive Insights that drive product and marketing strategy Learn best practices and processes to make Competitive Analysis a regular part of your Product Management work week, so that you’re always on top, building products that matter

Beat the Competition, Part 2: Driving a Product Strategy that Wins

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90% of the people you talk to are harmful to your new project. Engage the RIGHT people to create a compelling offering - faster. There is a small but key group of people within every market that most strategies are blind to. This group leads the mass-market by adopting and proving new high-impact concepts. We call these people Gateway Adopters. Patrick Hogan developed this battle-tested approach to delivering compelling offerings NOW. Leverage insights from 100’s of interviews, 400,000+ data points and over 3,800 high stakes projects - so you can understand: That demographics are not enough The market-leading Gateway Adopters in your market How to find, engage, Market and Sell to the people most likely to buy Generate revenues faster by delivering compelling market-fit 75% sooner This is one session of the three-part series; Lean is not enough. Land compelling with the right buyer – fast. The next sessions in this series covers: Viable is not enough. Develop a truly compelling product with great market fit – with value beyond a technically viable “MVP”– in a fraction of the time. Market Fit Fast value model and Minimum Compelling Offering release concept. Faster sprints is not the answer. Mitigate your biggest risks delivering high-stakes projects. First Risk First project management decision model

Lean is Not Enough. Land Compelling with the Right Buyer - Fast (Part 1)

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In this first part of a two-part series, we’re going to visit one of the areas of Product Management that PMs find challenging – how to understand and beat the competition. Our Product Management Skills - Benchmark Report from 2019 identified Competitive Analysis as one of the three areas that Product Managers find most challenging. Problem is, effective Competitive Analysis can make the difference between a product that just does its job well, and a product that dominates the market. It’s a skill every Product Manager should perform with ease, so that they can both build the best products possible and promote them effectively to satisfy their customers before their competitors do. Whether you’re a Digital Product Manager whose customers expect competitive gaps to be closed quickly, or you have a physical product with more traditional concerns, we’ll help you develop a plan to slay your competitors! In Part 1 of this series, we will go over the big picture of Competitive Analysis, identifying the nine different dimensions of research and analysis you can conduct to get a thorough understanding of the competitive landscape. We’ll discuss identifying which competitors matter most, and how to deeply understand your key competitors. Don’t miss Part 2 in this series, where we’ll complete the survey of critical tools and frameworks to use, show how to make Competitive Analysis a regular part of your work without breaking a sweat, and explain how to turn analysis into actionable insights. These insights will enable you to build products that matter, and to market them more effectively. What You Will Learn: Nine dimensions of Competitive Analysis, so you get a holistic view of your competitors How Competitive Analysis can inform your Product Planning, Delivery, and Marketing Strategy work Specific tools and techniques for the first four dimensions of Competitive Analysis so that you can put them to work right away

Beat the Competition, Part 1: Nine Tools to Know Thine Enemy

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What makes a great Product Management LinkedIn profile? Come and find out in this webcast as we explore the top 10 things you can do to rock your LinkedIn profile. With over 10 years of experience recruiting and hiring talent, Mira Wooten will share her insights on what gets your LinkedIn profile noticed by recruiters, hiring managers, and even much wanted talent. Bring questions about your LinkedIn profile to the webcast and get them answered. All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks. You Will Learn How to Position Your LinkedIn Profile to: Network with industry experts Get noticed by recruiters Change industries or job function Move into a leadership role Tell a story of your interests and passion

How to Accelerate Your PM Career, Part 5: Building a Rocking LinkedIn PM Profile

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Generating Value From Your Strategy

Common Market Challenges Faced by Product Manager Role

5 Key Roles on an Agile Scrum Team.pdf

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Accounting as a Product

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From Outputs to Outcomes, Achieving Success with OKRs

Accelerate Your PM Career in 2022!

Customer Journey Maps – Your Secret Weapon to Driving Product Adoption

Product Manager vs Product Owner

Writing Product Requirements: Part 2 Increasing ROI and Alignment

Writing product requirements that amplify customer needs

Harnessing the Voice of the Customer

Get Hired: Interview Like a Pro for a Product Manager Job (Remotely!)

Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 3: Faste...

Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 2: Viabl...

Beat the Competition, Part 2: Driving a Product Strategy that Wins

Lean is Not Enough. Land Compelling with the Right Buyer - Fast (Part 1)

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Why product management fails upload version

1. AIPMM Webinar Series Why Product Management and Innovation Fail and What to do About It

2. Chad McAllister Ph.D. – The Everyday Innovator podcast Our Speaker

3. Why Product Management and Innovation Fail and What to do About it

4. Chad McAllister ‒ ‒Product Management Top 40 Influencer ‒Top 10 Innovation Blogger ‒Author of Turning Ideas into Market Winning Products ‒25+ years product management experience ‒PhD in “Innovation” ‒Creator of the Product Mastery Roadmap ‒Trained product managers at… Host of The Everyday Innovator Podcast

5. Topics What is failure? How much failure? Experts say… My exploration via research. Proposed solutions. What is really going on. Real solutions.

6. Failure – “Falling Short”

7. Failure?

8. Project Management

9. Project Management

10. Project Management

11. Failure?

12. Failure?

13. Failure?

14. Failure?

15. Failure?

16. Failure?

17. Was it a Failure?

18. Topics What is failure? How much failure? Experts say… My exploration via research. Proposed solutions. What is really going on. Real solutions.

19. What Percentage of Products Fail?

20. How Much Failure?

21. How Much Failure? 40%

22. What Does this Mean? Annual revenue: $10M

23. What Does this Mean? Annual revenue: $10M 40% from new product: 4M

24. What Does this Mean? Annual revenue: $10M 40% from new product: 4M Assuming 0% failure, not 40%: 6.67M

25. What Does this Mean? Annual revenue: $10M 40% from new product: 4M Assuming 0% failure, not 40%: 6.67M Assuming 20% failure, not 40%: 5M

26. What Does this Mean? Annual revenue: $10M 40% from new product: 4M Assuming 0% failure, not 40%: 6.67M Assuming 20% failure, not 40%: 5M Cutting failure rate in half => 10% greater Annual revenue

27. “New Product Failure Rates” http://goo.gl/M88dA5

28. Topics What is failure? How much failure? Experts say… My exploration via research. Proposed solutions. What is really going on. Real solutions.

29. What Experts Say “How companies can do everything ‘right’ and yet still lose their market leadership.”

30. What Experts Say Outcome Driven Innovation

31. Tony Ulwick and Clay Christensen Outcome Driven Innovation Source: Wikimedia Commons

32. What Experts Say

33. Why Product Management Fails www.theeverydayinnovator.com/106

34. Why Product Management Fails www.theeverydayinnovator.com/106 1. What is a need

35. Why Product Management Fails www.theeverydayinnovator.com/106 1. What is a need 2. What the needs are

36. Why Product Management Fails www.theeverydayinnovator.com/106 1. What is a need 2. What the needs are 3. Which needs are unmet

37. Why Product Management Fails www.theeverydayinnovator.com/106 1. What is a need 2. What the needs are 3. Which needs are unmet 4. Identify segments

38. Topics What is failure? How much failure? Experts say… My exploration via research. Proposed solutions. What is really going on. Real solutions.

39. My Research Why are product outcomes inconsistent?

40.

41. Topics What is failure? How much failure? Experts say… My exploration via research. Proposed solutions. What is really going on. Real solutions.

42. Proposed Solutions

43. Proposed Solutions Idea-Management System Outcome-Driven Innovation & Jobs-to-be-Done Blue Ocean Strategy & Value Innovation A-to-F Model IDEO’s Deep Dive & Design Thinking Crowdsourcing & Open Innovation Customer Development Methodology & Lean Startup

44. LEGO

45. History, Culture and Capabilities.

46. Review  What is failure? Falling short  How much failure? Around 40%  Experts say… Customer needs  My exploration via research. Missing requirements  Proposed solutions. Numerous methodologies

47. Topics What is failure? How much failure? Experts say… My exploration via research. Proposed solutions. What is really going on. Real solutions.

48. What’s Really Going On

49. Proposed Solutions Idea-Management System Outcome-Driven Innovation & Jobs-to-be-Done Blue Ocean Strategy & Value Innovation A-to-F Model IDEO’s Deep Dive & Design Thinking Crowdsourcing & Open Innovation Customer Development Methodology & Lean Startup

50. What is Really Going On

51. What is really going on.

52. What is really going on.

53. A Real Case Study Process, not Reasons

54. A Real Case Study “We have product management processes, but we didn’t have the knowledge to understand the reasoning behind the processes. We also didn’t see the big picture – how our work connects to the business. Know we do.”

55. Topics What is failure? How much failure? Experts say… My exploration via research. Proposed solutions. What is really going on. Real solutions.

56. Real Solutions

57. Real Solutions • Innovation Strategy • Enabling Culture • Ideation Framework • Ideation tools • Business Case Fuzzy Front End / Ideate

58. Real Solutions • Customer Needs • Project Planning • Project Execution • Beta Test • Revision Preparation Product Development

59. Real Solutions • Launch Planning • Launch & Growth • Mature • Decline • Retire Life Cycle Management

60.

61. How a $10M business adds $1M revenue Annual revenue: $10M 40% from new product: 4M Assuming 0% failure, not 40%: 6.67M Assuming 20% failure, not 40%: 5M Cutting failure in half => 10% greater Annual revenue

62.

63. eCourse closing Jan 23rd www.theeverydayinnovator.com/idea

64. Q & A Session Ask questions. Our team is standing by to help. The webinar slides will be posted to our website and our http://www.Slideshare.net/aipmm The webinar recording will be posted at http://www.AIPMM.net for members

65. Upcoming Webinars WWW.AIPMM.COM/AIPMM_WEBINARS AIPMM Webinar Series: http://aipmm.com/aipmm_webinars Topic Suggestions: support@aipmm.com Announcements: http://www.aipmm.com/subscribe LinkedIn: http://www.linkedin.com/company/aipmm Membership: http://www.aipmm.com/join.php Certification: http://aipmm.com/html/certification/

Why product management fails upload version

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