The most common leadership failure is treating adaptive challenges as if they were technical problems. This failure is particularly true in strategy design and implementation as the discipline of strategy has not yet caught up to the needs of adaptive challenges.
A common topic when listening to B2B clients is the challenge of understanding how to define the different roles of a product manager and a marketing manager and how they should work together within an organisation.
As companies look to improve the product management function, a solution may be found in Competency Models. Whilst this may ultimately help, beware that a one-size fits-all solution may do more harm as the detail can mask issues that need to be addressed. Perhaps more so than other functions the product management role varies from business to business. With a deeper appreciation of the problem to be solved, the journey to a customised solution may be as revealing as the destination.
The solution is Throughput Accounting, but let’s understand why cost accounting approaches can distort understanding.
Product Managers’ responsibilities cover the whole range of the product life cycle, including end of life deletion, often through SKU rationalisation efforts. Opportunities are all too often missed in this important activity.
The COVID crisis has impacted many businesses – but can changes in market dynamics present an opportunity for future growth?
2020 is approaching to the end. Needless to say, it has been a very hectic year and the best wishes on January 1st, 2021 will have a specific meaning. I do not remember any year in my career where so many aspects of the business have been impacted
Especially in B2B companies, the product management function is key to profitable growth. Despite its importance, and an obvious stepping stone to business leadership, the role is often misunderstood or poorly defined.