As a young boy mesmerised by murmurations of starlings with my grandad in Norfolk I was filled with curiosity. How could the birds be organised to perform such complex dynamic manoeuvres? Little did I realise then how these summer evening displays would influence my business thinking in years to come..
by Mark Blackwell, ArkaroThe business press is seemingly clear – we are now living in volatile, uncertain, complex and ambiguous VUCA world (as if it was not before!) Even if this really were a new paradigm as some claim it…
“Strategic marketing”, “Strategic accounts”, “Strategic initiatives”. The business world is littered with the term “strategic”. What does “strategic” mean and are your value propositions strategic?
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.
Experience counts for successful change initiatives. Arkaro’s corporate veterans know the theory and have learned practice from experience.