Friday, June 18, 2010
Channelizing Brilliance
Majority of the companies in the IT space start off with a bunch of super geeks who view life very differently and almost live each day to create an invention. Many think that if they do not create an Eienstienish show piece, then they would end up in hell
Well we surely need people like this, they are the ones who have got the power to create something new, something which can make our life more simple.
But most of the time these highly creative, gift to man kinda innovators end up making far to futuristic products which do not have a market right now and hence they are not able to monetize their effort
A lot of innovation driven start-ups hence start of by building the product, purely driven by their individual brilliance and then go to the market to test the waters. Majority of them return empty handed. Everyone appreciates their product but very few put their dollars on them, hence forcing 80% of these brilliant creators to shut shop and then work for someone
Some even try hard. They believe a super Sales guy can sell anything. That is true to an extent, a average Sales guy can even win you an account but would not ensure long term success of the product
The fact is you need a Product Manager on board when you start your venture. Let the innovators decide the technology and the PM the right way to channelize their brilliance
Well we surely need people like this, they are the ones who have got the power to create something new, something which can make our life more simple.
But most of the time these highly creative, gift to man kinda innovators end up making far to futuristic products which do not have a market right now and hence they are not able to monetize their effort
A lot of innovation driven start-ups hence start of by building the product, purely driven by their individual brilliance and then go to the market to test the waters. Majority of them return empty handed. Everyone appreciates their product but very few put their dollars on them, hence forcing 80% of these brilliant creators to shut shop and then work for someone
Some even try hard. They believe a super Sales guy can sell anything. That is true to an extent, a average Sales guy can even win you an account but would not ensure long term success of the product
The fact is you need a Product Manager on board when you start your venture. Let the innovators decide the technology and the PM the right way to channelize their brilliance
Wednesday, June 9, 2010
Everybody wants to make a Product now
Indian IT companies of late have changed their approach towards IT business. They are slowly moving from being IT Service providers to being IT Product providers. Its not coz of the recession, which made a lot of companies opt for this approach. Of course with a lot of changes happening in US government policies and more so they becoming more strict with allocating visas to work in their country, have accounted for the shift.
But majority of them have realized that, its the products in which they can make the most of their money. And well if we can provide resources to other product companies then why can't we build it our self
A lot of start ups have mushroomed in India and mojority of them are making products. Obviously their target audience is still US and Europe. But yes, they have got into the mode of making products for them and not just service them
The question is do we have the required Product Management expertise to make high quality International products.
Everyone feels that they know the technology and hence they can make everything. But the real question to ask is do we know what products to make
I have seen very few Product Managers in India. Its not that there aren't any. Majority of them have landed there by accident, but very few have chosen it
Its a complex position to be in , where not only do you have to understand the market dynamics and build strategies around it, but also access its feasibility and get it executed
A lot of people have ideas but very few can execute them. I guess the execution factor is the only attribute which differentiates a actual PM from a wanne-be. Many would argues that its the revenue, but I can fight my case
Product Manager would now be in huge demand in India. Its an amazing opportunity for people who have done failed businesses in the past (mind you the experience of failure counts more than success ), or for people who wanted to do business, but didn't have the required resource or guts to start their venture
A lot of start ups have mushroomed in India and mojority of them are making products. Obviously their target audience is still US and Europe. But yes, they have got into the mode of making products for them and not just service them
The question is do we have the required Product Management expertise to make high quality International products.
Everyone feels that they know the technology and hence they can make everything. But the real question to ask is do we know what products to make
I have seen very few Product Managers in India. Its not that there aren't any. Majority of them have landed there by accident, but very few have chosen it
Its a complex position to be in , where not only do you have to understand the market dynamics and build strategies around it, but also access its feasibility and get it executed
A lot of people have ideas but very few can execute them. I guess the execution factor is the only attribute which differentiates a actual PM from a wanne-be. Many would argues that its the revenue, but I can fight my case
Product Manager would now be in huge demand in India. Its an amazing opportunity for people who have done failed businesses in the past (mind you the experience of failure counts more than success ), or for people who wanted to do business, but didn't have the required resource or guts to start their venture
A Product Manager inducts himself
The profile of a Product Manager is rather funny. Like all other departments have their roles and responsibilities defined, e.g. Finance, Accounting, Engineering et al. A Product Manager never has a constant set of RnR. Just like a Business Owner can't put his hand up for any task, similar is the case with a Product Manager. He is a Product Owner, the be all and the end all of anything even remotely related to the product
So keeping the above description of a Product Management profile in mind, what does a Product Manager do when we joined a new organization, rather what should he be doing ? Many would say it depends, whether he is hired to repair a sinking ship, or conceptualize new products or to give a fresh perspective to an existing product and ensure the product keeps moving. The combinations are many ......... rather infinite
The question still remains the same, How does he get inducted into the new Organization, the new system, new process, new people ..............
After having given enough thought on this and also based on my personal experience, A PRODUCT MANAGER SHOULD INDUCT HIMSELF ON BOARD
A Product Manager should always design his own induction plan. Here is a small check list which people can use and improvise on to get themselves speed up with their induction process.
Rather this list can also be used when a Product Manager is shifted internally to handle new assignment :)It doesn't change much for him (except same office, coffee machine, office boys and admins ) whether it is a new company or a reallocation of an assignment
The list is the order I prefer or propose, but Product Managers are smart :) they may start the prioritization exercise from here itself :)
I would suggest just find the right person, who can give you the answers of the following :
1. Company's vision : Practically I won't spent much time in knowing this. Most of it should have been clear when you accepted the offer. But its a good start to show that you are serious. You will get more clarity with time and in your coffee session with your colleagues
2. List of product or products which you will be managing : Just make a list. Please do not dig into what the target audience it, why it is made ....... anything like that. Just try knowing the name of the Engineering expert whom you can question later on
--------- The above 2 shouldn't take more than 2-3 days -----------------
-------------- Rather less ------------------
3. Play around with the product without knowing any background : Just like sleeping around without knowing a person is fun, similarly playing with the product without having any background of it can be interesting. This exercise will make you question the product on various angles e.g. functionality, presentation, usability, purpose of the feature and then the product
Since you are not attached to the product yet, your opinions and suggestions will be very unbiased. Helps to get a fresh perspective. Helps tremendously in Usability
Make a list of all the questions which comes in your mind, even if it is stupid. Make sure you note it down, you will certainly forget if you don't
------------------ Do not spend more than a week ------------------
--------------- Think only from the end user perspective -----------
------------ Forget technology ---------
4. Start troubling people : The last one week would have given rise to a lot of questions, especially when you would have seriously played with the product. Find out the department which can and should answer your question. It can be anyone, Marketing, Management, Engineering, QA, Ux ...........
Use these questions to get into the details of the product, its market, the technology, the process et all
Use this as an opportunity to know the people. A Product Manager interacts all most with all the departments of the company. This exercise will ensure you meet almost everyone whom you have to interact ( only on professional basis :) )
This is an excellent opportunity to network within the company. And this definitely helps
----- Should take you around 10 - 15 days to get all your answers -----
5. Start Driving : What differentiates a good Product Manager from an ordinary Product Manager is the willingness to drive the product . The sooner you come in the driving seat, the better it is for you.
By now you would have had almost most of your questions answered, which will enable you to move ahead
You would have known by now :
a. The company's vision and business strategy
b. The target market of your product. How are we selling and to whom we are selling. The entire sales process. The top customers. The market research backgrouund
c. Who are your competition ? Whats your value proposition ? How are you better than the competition ?
d. What are the internal dynamics of the company ? How are the various departments working ? What process are they following ?
Now you would be smooth to sail. Start thinking of how to make the product better and ensuring its inline with the market
So keeping the above description of a Product Management profile in mind, what does a Product Manager do when we joined a new organization, rather what should he be doing ? Many would say it depends, whether he is hired to repair a sinking ship, or conceptualize new products or to give a fresh perspective to an existing product and ensure the product keeps moving. The combinations are many ......... rather infinite
The question still remains the same, How does he get inducted into the new Organization, the new system, new process, new people ..............
After having given enough thought on this and also based on my personal experience, A PRODUCT MANAGER SHOULD INDUCT HIMSELF ON BOARD
A Product Manager should always design his own induction plan. Here is a small check list which people can use and improvise on to get themselves speed up with their induction process.
Rather this list can also be used when a Product Manager is shifted internally to handle new assignment :)It doesn't change much for him (except same office, coffee machine, office boys and admins ) whether it is a new company or a reallocation of an assignment
The list is the order I prefer or propose, but Product Managers are smart :) they may start the prioritization exercise from here itself :)
I would suggest just find the right person, who can give you the answers of the following :
1. Company's vision : Practically I won't spent much time in knowing this. Most of it should have been clear when you accepted the offer. But its a good start to show that you are serious. You will get more clarity with time and in your coffee session with your colleagues
2. List of product or products which you will be managing : Just make a list. Please do not dig into what the target audience it, why it is made ....... anything like that. Just try knowing the name of the Engineering expert whom you can question later on
--------- The above 2 shouldn't take more than 2-3 days -----------------
-------------- Rather less ------------------
3. Play around with the product without knowing any background : Just like sleeping around without knowing a person is fun, similarly playing with the product without having any background of it can be interesting. This exercise will make you question the product on various angles e.g. functionality, presentation, usability, purpose of the feature and then the product
Since you are not attached to the product yet, your opinions and suggestions will be very unbiased. Helps to get a fresh perspective. Helps tremendously in Usability
Make a list of all the questions which comes in your mind, even if it is stupid. Make sure you note it down, you will certainly forget if you don't
------------------ Do not spend more than a week ------------------
--------------- Think only from the end user perspective -----------
------------ Forget technology ---------
4. Start troubling people : The last one week would have given rise to a lot of questions, especially when you would have seriously played with the product. Find out the department which can and should answer your question. It can be anyone, Marketing, Management, Engineering, QA, Ux ...........
Use these questions to get into the details of the product, its market, the technology, the process et all
Use this as an opportunity to know the people. A Product Manager interacts all most with all the departments of the company. This exercise will ensure you meet almost everyone whom you have to interact ( only on professional basis :) )
This is an excellent opportunity to network within the company. And this definitely helps
----- Should take you around 10 - 15 days to get all your answers -----
5. Start Driving : What differentiates a good Product Manager from an ordinary Product Manager is the willingness to drive the product . The sooner you come in the driving seat, the better it is for you.
By now you would have had almost most of your questions answered, which will enable you to move ahead
You would have known by now :
a. The company's vision and business strategy
b. The target market of your product. How are we selling and to whom we are selling. The entire sales process. The top customers. The market research backgrouund
c. Who are your competition ? Whats your value proposition ? How are you better than the competition ?
d. What are the internal dynamics of the company ? How are the various departments working ? What process are they following ?
Now you would be smooth to sail. Start thinking of how to make the product better and ensuring its inline with the market
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