Tag: Product
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Internal Product Management: the Good, the Bad and the Ugly
Applying Product Management to “Internal Products” can be a bit strange. Sometimes it feels a bit like trying to make a square peg fit into a round hole. Having observed lots of organisations (mostly large, some small) struggle with aspects of this, it’s something I’ve been mulling over for years now. Earlier this month I…
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How to do a *really* basic forecast
Forecasting delivery is something every organisation should be doing. Unfortunately, hardly any do. This is a shame because it’s actually quite easy, as hopefully you’ll see below. Even a very basic forecast is better than blindly following a plan. It doesn’t need to be super complicated. There will be flaws, of course, but much like qualitative cost of…
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Product Roadmaps and Cost of Delay
I sometimes get asked about how Cost of Delay and CD3 work with Product Roadmaps. This post is an initial attempt to collate my current thinking on this (as green as that may be). Firstly, it really depends what you mean by “Roadmap”. I’ve seen lots of Roadmaps, mostly bad, and a few good ones.…
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Product Roadmaps
What is a Product Roadmap for? What is the “job to be done” for which people “hire” Product Roadmaps? Of course, there are lots of different behaviours that Product Roadmaps support. Some of these behaviours are good, improving our chances of delivering something of value. Some, not so good. Even what might be considered “not so good”…
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Relaxing constraints, moving mountains
A sorely underutilised way to tilt the playing field in Product Development is to simply break the rules that everyone else is playing by. This “thinking different” is often the underlying enabler to many successful products and business models. Southwest did it with completely ridiculous turnaround times, which completely changed the economics of running an airline. AirBnB are…
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Ten To Talk To
A while back, I floated the idea of a conference where all of the speakers were women… @pawelbrodzinski i quite like the idea of a conference with women-only speakers — and men-only serving tea and coffee. — Joshua J. Arnold (@joshuajames) December 11, 2014 Not that anyone is asking for my opinion on this, but I…
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Slicing ideas – choose your weapon!
One of the cheapest ways to tilt the playing field is to reduce the “batching” together of features and requirements. It was a big part of what we did at Maersk Line – which led to delivering in half the previous lead-time, 80% reduction in quality issues and delivering significantly more value. Often though, ideas and opportunities don’t…
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Mobile First
It’s been an interesting few weeks in technology. We’ve seen a couple of events that we might characterise as Black Swans – but both reinforcing the fact that the world has changed. In the first, we saw the incredible rise of a simple but notoriously difficult game called Flappy Bird. The one-man development team soon got sick…
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Building great organisations
In today’s world, whatever we do has to have meaning — it’s not just about money anymore. Some of that meaning can come from working together, with a common purpose. But what we build together should also mean something, and resonate in some way, with the wider world — the external audience. Esko Kilpi talks…
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Lessons on speed: Samsung and Apple
The Cost of Delay for organisations that are not market leaders is very high. Whilst companies employing a “Fast Follower” strategy don’t have to invest as much time to discover what the market wants, they do need to be very fast at developing similar products in order to quickly catch up to and slipstream behind…
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Planning for success
During the first World War Winston Churchill famously lost his job as First Lord of the Admiralty as a result of the failed
