In this insightful discussion, Doug Hall, an innovation expert and founder of Eureka! Ranch, shares his strategies for empowering organizations to innovate effectively. He reveals the 'Innovation Paradox' where 80% of CEOs prioritize innovation, yet many fail to foster it. Hall advocates a 'Stop the Stupid' approach, urging organizations to tackle inefficiencies from the ground up. He emphasizes a three-step framework that empowers employees, improves systems, and drives larger innovations, ultimately enhancing workplace culture and productivity.

In this enlightening discussion, Mike Hyzy, Senior Principal Consultant at Daugherty Business Solutions, shares his expertise on executing AI-powered design sprints. He details how a custom ChatGPT model can drastically reduce the time it takes to go from customer insights to clickable prototypes. Mike explains the strategic foresight needed to anticipate customer needs and markets 2-5 years ahead. Emphasizing teamwork and innovative tools, he also covers practical tips for creating interactive prototypes and the importance of integrating early go-to-market strategies in product development.

How product managers can move from ideas to action Watch on YouTube TLDR In this episode, I speak with Atif Rafiq about how senior product leaders approach strategy development and execution. Atif brings valuable insights from a recent PDMA executive workshop where leaders discussed their real-world challenges with strategic decision making and innovation strategy. Key topics from our discussion: Main challenges product leaders face when developing strategy A practical framework for exploring product opportunities How AI tools can help with strategic decision making The importance of early-stage product work Ways to improve alignment across organizations Real-world example using a subscription service concept Introduction In this episode, I’m interviewing Atif Rafiq, who recently led an executive workshop at the PDMA conference, where senior leaders discussed challenges they face, including navigating ambiguity and making decisions with more clarity. In this episode, he shares some insights from that workshop and his experience in product leadership. Atif has spent 25 years working in both Silicon Valley and Fortune 500 companies, including leadership roles at Amazon, McDonald’s (as their first Chief Digital Officer), Volvo, and MGM Resorts. He has developed a systematic approach to problem-solving that forms the basis of his book, Decision Sprint: The New Way to Innovate into the Unknown. Key Challenges in Strategic Product Leadership During our discussion, Atif identifies three main challenges that senior leaders face when developing and implementing product strategy: 1. Alignment Challenges Organizations often struggle to get everyone moving in the same direction: Challenge Area Impact Common Problem Problem Understanding Teams interpret issues differently Resources going to wrong priorities Stakeholder Views Departments focus on different goals Competing objectives and metrics Customer Focus Too much focus on one perspective Missing business or operational needs 2. Input and Collaboration Issues Atif explains that product leaders often struggle to gather useful input and work effectively across teams. Common problems include: Meetings that don’t collect all needed information Difficulty managing different department viewpoints Challenges combining input from multiple sources Time pressures that cut short important discussions 3. Experimentation Challenges While many organizations value testing ideas, Atif notes several common issues: Starting experiments before understanding the problem Running tests without clear goals Weak links between test results and business strategy Racing through testing without proper planning Purposeful Exploration: A Better Approach In our discussion, Atif introduces “purposeful exploration” – a structured way to investigate and test product opportunities. This method helps organizations find balance between rushing into solutions and getting stuck in endless discussions. Key Elements of Purposeful Exploration Element Purpose Activities Problem Definition Get clear about the challenge Talk to stakeholders, analyze data, study market Question List Identify what we need to learn Team workshops, AI-assisted research Testing Strategy Check our assumptions Small pilots, focused tests, data gathering Making Sense of Results Draw useful conclusions Analysis, recommendations, team alignment Real-World Example: Coffee Subscription Service During the workshop, Atif walked the senior leaders through an exercise to get buy-in for a coffee subscription service at McDonald’s. Three different groups crafted a problem statement related to this idea and then identified key questions they needed to answer. This example demonstrates how to balance different business needs when exploring a new product idea. Strategic Questions to Consider The teams identified key questions, including: Business Area Key Questions What to Explore Revenue Impact Will subscribers visit more often and buy food? Visit patterns, additional purchases Operations Can stores handle increased coffee orders? Service speed, staff needs Customer Value How does this work with loyalty programs? Digital integration, easy redemption Business Model What makes this profitable? Pricing levels, program guidelines Next, each group shared their questions with the others, and they used AI to compare the breadth and depth of the questions. Key Insights from the Example Success depends on getting customers to visit more and buy additional items Testing needs to happen in stages to manage operational complexity Digital platform integration affects customer adoption Program rules must work for both customers and the business Workshop participants found they could work much faster when combining team expertise with AI capabilities Upstream Product Work Atif emphasizes the importance of early work—the foundation-setting activities before product development starts. He notes that this phase often determines success or failure. Essential Early Activities Activity Purpose Result Problem Definition Get clear about the challenge Shared understanding Question List Identify unknowns Focus areas Team Alignment Build agreement Clear direction Resource Planning Ensure enough support Available resources Ritual: An AI Tool to Support Strategic Decision-Making During our discussion, Atif introduces Ritual, a tool he and his team developed to support strategic decision-making processes. Ritual combines workflow management with AI capabilities to help teams move from initial ideas to solid recommendations. The tool reflects Atif’s experience leading organizations through strategic decisions, incorporating features that support building and running explorations, gathering team input, and producing strategy documents. Workshop participants using Ritual noticed significant improvements in their exploration process, with AI assistance helping teams work up to ten times faster while maintaining quality. The tool helps teams develop strategy memos and recommendation documents that include context, problem statements, goals and constraints, key issues, analysis insights, and final recommendations. While Atif emphasizes that good strategic thinking remains fundamental, tools like Ritual can help teams work more efficiently and maintain consistency in their strategic exploration process. Putting It Into Practice Atif recommends these steps for using these ideas: 1. Define Problems Well Write down the challenge clearly Get team agreement on the problem Choose how to measure success 2. Plan Your Exploration List key questions Design useful tests Set clear deadlines 3. Use Tools Wisely Add AI where it helps Keep human oversight Record what you learn 4. Build Team Skills Train people in new methods Create clear processes Set up ways to learn and improve Conclusion Throughout our conversation, Atif emphasizes that product strategy works best when teams balance thorough analysis with timely action. The methods and frameworks we discussed can help product leaders work through strategic challenges more effectively. Remember that improving how you make strategic decisions takes time and practice. Start with small changes, see what works, and adjust your approach based on results. Useful links: Check out Atif’s book, Decision Sprint Check out Ritual, an AI tool for Purposeful Exploration Connect with Atif on LinkedIn and sign up for his Rewire newsletter Learn more about the Product Development and Management Association (PDMA) Innovation Quote “There are one-way doors and two-way doors.” – Jeff Bezos Application Questions How could your team spend more time understanding problems before jumping to solutions? What process changes would this require? What steps could your team take to balance customer needs with business requirements when exploring new opportunities? How might your team use AI tools to speed up the early stages of product development while maintaining quality? What changes would help your organization align different departments when exploring new opportunities? Bio Atif Rafiq invented a system for problem-solving based on his 25-year career spanning Silicon Valley and the Fortune 500. His ideas proved so impactful as a competitive advantage that they sped his rise at Amazon and later to C-suite positions he held at companies, including McDonald’s as their first Chief Digital Officer, and at Volvo and MGM Resorts. He wrote DECISION SPRINT: The New Way to Innovate into the Unknown and Move from Strategy to Action based on what he learned leading organizations from a product perspective.   Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

A framework for product launch success Watch on YouTube TLDR In this episode of Product Mastery Now, I interview James Whitman, author of LAUNCH Code and founder of Growth Guidepost. James shares insights from his research studying companies that consistently launch successful products. His LAUNCH Code framework offers a practical approach to product launch management that any organization can implement. Key Topics Covered: The LAUNCH Code: six essential components of successful product launches How AI is changing product launches and team dynamics Practical strategies for cross-team collaboration The Tranche Model for reducing launch risks Building a culture that supports successful launches Understanding the Launch Code Framework James explains that Launch Code emerged from studying public companies that grew successfully through their product portfolios. These organizations share common practices that form the foundation of the LAUNCH framework: Component Description Listen to clients Gather and analyze customer feedback systematically Assess the opportunity Evaluate market potential and strategic fit objectively Unify the team Build alignment across departments Navigate the launch Execute go-to-market activities strategically Control the risks Manage and reduce potential issues Hone the process Improve launch practices continuously Current Challenges in Product Launches The AI Impact Organizations are adapting to rapid changes in how AI affects product launches. James shares that many teams are now working with their second or third generation of AI tools, particularly in sales and marketing. This raises important questions about balancing human and machine roles in the launch process and keeping employees engaged when AI takes over some of their work. Financial Landscape Changes A significant shift has occurred in venture funding, with more money moving toward AI investments. James describes working with one organization that had five different sales leaders in 18 months due to these pressures. This example revealed a deeper structural issue: The company needed to move up-market from a commoditized position to remain competitive. Making Better Launch Decisions James points out common decision-making problems in product launches. He describes what he calls the “Your PowerPoint is better than mine, but you’re wrong” syndrome – where strong presentation skills can override better strategic choices. Instead, organizations need to: Focus on finding the best solution rather than winning arguments Challenge assumptions constructively Build collective ownership of decisions Create space for different perspectives Building Cross-Functional Success A key insight from our conversation is how product launches require coordination across departments. James shares an example where changing product strategy meant completely rethinking the sales approach. The company needed salespeople who could sell complex solutions instead of commoditized products, showing how product decisions affect the entire organization. Creating Common Language James emphasizes the importance of vocabulary in cross-team work. For example, he notes that “discovery” means different things to sales and product teams: Sales discovery: Understanding customer needs during the sales process Product discovery: Researching market problems and solutions Market discovery: Understanding broader market trends and opportunities Using clear, shared terms helps prevent misunderstandings and builds better collaboration. Building the Right Culture Culture plays a vital role in launch success. James points to Atlassian as an example of intentional culture-building that supports product success. Their approach includes: Creating systems for cross-team collaboration Building trust through consistent practices Focusing on employee satisfaction Maintaining strong customer connections Product Led Growth (PLG) in Action James explains that PLG companies like Zoom, ClickUp, and Pendo demonstrate the Launch Code principles naturally. These organizations: Get direct customer feedback through product usage Test features with specific user groups Make quick adjustments based on data Scale successful features systematically The Tranche Model: A Practical Launch Approach During our conversation, James shares how LinkedIn uses what he calls the “Tranche Model” for product launches. This approach involves: Testing with defined market segments (tranches) of 2 million users Learning from each group before expanding Making improvements based on real usage data Returning to early groups with refined offerings For smaller markets, James recommends adapting this approach by creating representative samples. For example, if targeting 1,000 CFOs, start with 150 that represent different company sizes and industries. Managing Launch Risks James describes several approaches to controlling launch risks: Risk Area Management Approach Market Reception Use tranche testing to validate before full release Team Alignment Build clear governance and communication structures Resource Management Maintain flexible budgets for quick adjustments Customer Response Monitor early indicators and feedback channels Testing New Ideas Through Launches James shares an interesting observation: organizations often find it easier to test new approaches with new products. For example, if a new service guarantee works well during a launch, teams might then apply it to existing products. This makes product launches valuable testing grounds for innovation. Common Launch Challenges James identifies several patterns that can reduce launch effectiveness: Making assumptions about customer needs without validation Leading research participants toward desired answers Missing important market signals Working in isolated departmental silos Resisting changes to established products Conclusion In this episode, James Whitman shares valuable insights about creating reliable product launch processes. The LAUNCH Code framework offers a structured approach that organizations can adapt to their needs. By focusing on continuous improvement, cross-functional alignment, and risk management, teams can build sustainable launch practices that support growth through innovation. Remember that successful launches depend on more than just the product itself—they require careful attention to organizational dynamics, market conditions, and emerging technologies. Organizations that build these capabilities systematically while remaining adaptable position themselves for sustained growth. Useful links: Learn more about LAUNCH Code Learn more about PDMA Listen to episode 502: Use LAUNCH Code to ease the overwhelm when launching a B2B product – with James Whitman Innovation Quote “Build self-correcting mechanisms to dampen issues as they emerge.” – James Whitman Application Questions How could you apply the Tranche Model in your market? What would appropriate customer segments look like for your products? What mechanisms could improve collaboration between your product, sales, and marketing teams during launches? How could you build early warning systems into your launch process? Which metrics would matter most? What changes to your current launch approach would enable better feedback and continuous improvement? Bio James Whitman is the author of LAUNCH Code: A Playbook for Continuous Growth and the founder of Growth Guidepost. He works with corporate leaders to help them make their most important decisions and achieve critical growth objectives. He has held senior positions in public and private organizations, where he successfully established repeatable commercial practices, launching dozens of products, building high-performing teams, and scaling organizations. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Elevating product strategy through advanced competitive intelligence Watch on YouTube TLDR In this episode of Product Mastery Now, I interview Jay Nakagawa, Director of Competitive Intelligence at Dell Technologies and a 25-year product management veteran. Our discussion reveals proven methods for understanding competitors and developing effective product strategies. Jay shares practical tools and frameworks product managers can use to gather competitive intelligence ethically and systematically. One compelling insight is that looking at competitors through our own lens often leads to misunderstandings – we need frameworks and methods to see the market from their perspective. Understanding Competitive Intelligence in Product Management The Evolution of Competitive Intelligence Jay has an interesting background that shapes his perspective on competitive intelligence. After spending over 20 years as a product manager, he found himself increasingly drawn to analyzing competition and developing strategies to outperform rivals. When Dell acquired EMC, Jay had the opportunity to transform this skill into a new career direction, leading competitive intelligence efforts. His experience reveals an important shift in how companies approach competitive analysis. While understanding customer needs remains essential, gaining deep competitive insights has become equally valuable for product success. The Problem with Traditional Analysis Many product managers rely on SWOT analysis for competitive insights. However, Jay explains that in his field, they jokingly call SWOT a “Silly Waste of Time” because it reveals little about competition. Instead of providing deep insights into competitor strategies and capabilities, SWOT tends to focus on internal factors and broad market opportunities. Core Functions of Modern Competitive Intelligence Jay learned about competitive intelligence from the Academy of Competitive Intelligence, which teaches product managers not only frameworks but also how to use them practically. Based on Jay’s experience at Dell Technologies, effective competitive intelligence includes: Function Description Business Impact Competition Analysis Understanding competitor products and strategies Improved product differentiation Strategic Evaluation Assessment of corporate and product strategies Better strategic planning Market Motion Analysis Understanding go-to-market approaches Enhanced market positioning Sales Support Enabling sales teams with competitive insights Increased win rates Product Direction Informing product management decisions More effective roadmap planning Essential Frameworks for Competitive Analysis Porter’s Five Forces in Practice Jay shares an example of how to apply Porter’s Five Forces using the large aircraft manufacturing industry: Threat of New Entry High capital requirements Strict government regulations Example: China’s emerging presence in aircraft manufacturing Supplier Power Impact of supply chain disruptions Limited supplier options Complex component requirements Buyer Power Airlines as major customers Long-term purchase commitments High switching costs Understanding Competitor Perspective Jay shares a metaphor about competitor analysis: Picture a kitten looking in a mirror and seeing a lion’s reflection. While we see the kitten, we need to understand that the competitor sees themselves as a lion. This perspective helps explain why competitors’ actions that seem irrational often make perfect sense from their viewpoint. Jack recommends you focus on your primary competitors. Use Four Corners Analysis to understand their market: What’s driving their business? What’s motivating them? How do they view themselves? What do they want to do? The answers to these questions give you a good idea of what your competitor will do over the next 24 months. Then understand their biases and blind spots that you can exploit. Advanced Competitive Intelligence Techniques The Triangulation Method Jay explains how his team combines multiple sources to build reliable competitive insights: Internal Knowledge Team members with competitor experience Product telemetry data Sales team feedback Public Information Job postings Trade journals Financial reports Industry Intelligence Analyst reports Conference insights Customer feedback Creative Research Methods Jay shares an example about a team that used a creative but ethical way to gather competitive intelligence for a pharmaceutical company. The team needed to understand a competitor’s capacity for manufacturing vaccines but couldn’t access internal information. Their solution? They contacted the local fire department to review the building’s fire mitigation plan, which revealed details about the facility’s size and potential production capacity. Practical Information Sources Here are specific places where product managers can find competitive insights: Source Type Examples Information Gained Professional Publications McKinsey reports, Boston Consulting Group articles Strategic direction, market trends Career Sites LinkedIn, Glassdoor, company career pages Technology investments, skill requirements Industry Events Conferences, trade shows, webinars Product roadmaps, partnership strategies Financial Sources Annual reports, investor presentations Investment priorities, market focus Connecting Intelligence to Product Strategy Common Product Management Challenges Jay observes that many product managers have become highly specialized, focusing deeply on specific features or release optimization. While specialization has its benefits, it can lead to: Limited market understanding Missed competitive threats Reactive rather than proactive strategy Insufficient competitive differentiation Predicting Competitor Actions Jay shares four common ways competitors respond to market moves: 1. Imitation Response When competitors can’t innovate quickly, they often try to copy successful features. Jay references Tony Fadell’s experience with the Nest thermostat as an example of how established companies respond to innovative products. 2. Innovation Response Some competitors will develop alternative approaches rather than direct copies. This often leads to market differentiation and can benefit customers through increased choice. 3. Legal Response Jay notes that when competitors can’t compete effectively through products, they may turn to legal challenges, particularly around patents or regulatory compliance. 4. Acquisition Response Larger competitors might attempt to buy innovative companies rather than competing directly, especially when facing significant technical or market barriers. Evaluating Competitor Claims Assessing Investment Levels Jay’s organization looks at publicly available data to figure out the market direction where competitors are going in the next four years. They try to answer the questions, “Why does a company do what they’re doing? Why are they investing in that technology?” Jay shares a quote from a friend: “Vision without execution is called delusion.” If a competitor claims a particular business objective is part of their vision, you should investigate whether they really have the ability to execute on that vision. Vision vs. Execution Drawing from his experience, Jay shares these warning signs of a disconnect between vision and execution: Repeated announcements without progress Misalignment between stated goals and resource allocation Lack of supporting technical capabilities Missing market validation Innovation Through Competitive Intelligence Finding Market Opportunities Jay shares how competitive intelligence can reveal innovation opportunities. He uses the example of Tony Fadell’s development of the Nest thermostat: Personal Problem Recognition Cold mountain cabin on arrival No remote temperature control Manual programming challenges Market Research Competitor analysis (Honeywell) Technology assessment User need validation Conclusion Throughout our discussion, Jay emphasizes that competitive intelligence isn’t about following competitors – it’s about understanding the market landscape to make better product decisions. The goal is creating differentiated products that solve real customer problems while maintaining awareness of competitive dynamics. Useful links: Connect with Jay on LinkedIn Learn more about PDMA Innovation Quote “Ideas can come from anywhere.” – based on the story of Tony Fadell, inventor of the Nest thermostat Application Questions How could your team implement a systematic approach to gathering competitive intelligence that goes beyond basic SWOT analysis? What frameworks from this episode could you start using immediately to better understand your competitors’ strategic direction? How could you integrate competitive intelligence gathering into your current product development process without disrupting your existing workflow? In what ways could your team better utilize publicly available information sources to predict competitor moves? Bio Jay Nakagawa is a 25+ year veteran product manager, with a track record of successfully building new products and developing turn-around strategies resulting in high revenue growth. As director of Competitive Intelligence with Dell Technologies, he and his team have been instrumental in providing critical guidance to product management teams providing insights that encompass how to create differentiated offerings to the market. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Tips for managing global innovation projects Watch on YouTube TLDR In this episode of Product Mastery Now, I speak with Jack Hsieh about successful product development strategies. Jack brings 20 years of experience managing innovation projects at companies like Sony Ericsson and Logitech. He shares practical insights from the Product Development and Management Association (PDMA) framework and explains how product managers can use these principles to improve their product development process. Through real examples from his work in consumer electronics and aerospace industries, Jack shows how PDMA’s body of knowledge helps create successful products while avoiding common pitfalls in portfolio management. Key topics discussed: Innovation requires both strategy and execution Market research remains fundamental Process choice should match organization culture Portfolio decisions need global perspective Technical expertise matters in leadership Introduction While recording this episode at the PDMA Inspire Innovation Conference, I had the opportunity to talk with Jack Hsieh about product development evolution. PDMA has been supporting product professionals since 1976, making it the oldest organization dedicated to product management. Jack explains how PDMA’s comprehensive knowledge base helps companies innovate effectively across different industries and cultures. Understanding New Product Development Jack breaks down new product development (NPD) into clear components that every product manager should understand: Turning ideas into products and services that customers will buy Finding market opportunities that create value for organizations Making existing products better through strategic improvements Creating new value for established markets The PDMA Body of Knowledge Framework 1. Strategic Alignment Jack describes how product development needs alignment at multiple levels: Strategy Level What It Means Why It Matters Corporate Strategy Company’s overall direction Guides all product decisions Business Unit Strategy Market-specific plans Focuses resources effectively Innovation Strategy Product development priorities Directs innovation efforts Capability Strategy Resource planning Ensures successful execution 2. Portfolio Management During our conversation, Jack shares valuable insights from managing product portfolios at Sony Ericsson. He explains how the company handled three distinct product lines: Smartphones High-end feature phones Low-end feature phones This experience taught him important lessons about resource allocation. For example, his business unit needed to coordinate holidays across three regions: Sweden, Taiwan, and Japan. The overlapping work schedule only provided 190 days per year for full team collaboration, making resource planning especially important. Jack uses Boeing and Airbus as examples to illustrate key portfolio management principles: Portfolio Decision Impact Lesson Learned Boeing’s 737 platform extension Technical challenges with aging platform Need for balanced technical and business leadership Resource allocation across product lines Product cannibalization between categories Importance of global portfolio optimization Technical vs. business leadership Impact on long-term product decisions Value of technical expertise in leadership 3. Process Management Organizations need different development processes based on their specific needs. Jack explains several approaches: Integrated Product Development (IPD) Works well for complex products Requires strong cross-functional coordination Popular in companies like Huawei Agile Development Suited for rapid market feedback Enables quick product iterations Best for software and digital products Waterfall Method Effective for well-defined requirements Provides clear project structure Works in regulated industries Hybrid Approaches Combines planning from Waterfall Uses Agile for execution Balances structure and flexibility 4. Tools and Techniques Jack mentions that he has personally used more than 70% of the tools in PDMA’s Body of Knowledge. These tools span different product development stages: Development Stage Tools Used Purpose Concept Development Design thinking methods Generate and evaluate ideas Product Testing Alpha and beta testing Validate product concepts Manufacturing Pilot production models Verify production capability 5. Market Research Jack emphasizes that market research remains the most important skill for product managers. Modern approaches include: Advanced Research Technologies Eye tracking for user experience studies AI-powered customer insight analysis Predictive analytics for market trends Sensory analysis techniques 6. Culture and Organization Organizational culture significantly affects product development success. Jack shares team structures that work: Cross-functional collaboration Clear role definitions Balanced technical and business input 7. Product Lifecycle Management Jack shares a personal story about understanding market adoption patterns. When he started his consulting business, he initially focused on multinational companies in Taiwan, thinking his experience with foreign companies would be an advantage. Despite getting over 50 inquiries in his first year, he secured no deals. Reading Crossing the Chasm helped him understand why – these companies were early majority adopters, not early adopters, making them hesitant to work with a new consulting firm. Real-World Applications The Logitech Left-Handed Mouse Project Left-handed boy using computer and mouse Jack shares an interesting case study from his time at Logitech. The project, named “Sicily Left,” aimed to create a mouse specifically for left-handed users. Key insights include: Market opportunity analysis: Left-handed users represent 10% of population Right-handed users could use the mouse with their left hand while writing Technical challenges: 30% of internal components needed redesign Simple mirroring wasn’t possible Full testing required for new design Product outcomes: Successful project execution Six-year product lifespan Lower than expected sales volume Jack learned that the wrong business case for a project leads to a sub-optimal result. Sony Ericsson Portfolio Management Jack’s experience managing mobile phone portfolios provides valuable lessons: Challenge Solution Outcome Resource allocation across regions Cross-cultural negotiation Balanced compromise on project numbers Product line overlap Price point coordination Reduced internal competition Global team coordination Holiday schedule planning Improved workflow management Project Management vs. Product Management During our discussion, Jack helps clarify the important differences between project and product management: Aspect Project Management Product Management Timeline Focus Specific project duration Full product lifecycle Success Metrics On-time, on-budget delivery Market success, customer satisfaction Scope Defined project requirements Evolving product strategy Conclusion In this episode, Jack demonstrates how PDMA’s framework guides successful product development. His experiences at global companies like Sony Ericsson and Logitech show how these principles help product managers handle complex challenges. Whether you’re managing consumer electronics, aerospace products, or software, these insights can help you create better products and advance your career in product management. Useful links: Learn more about Jack’s consultancy, Maestro Learn more about PDMA Innovation Quote “Innovation takes dedication, but the choice is more important than the dedication.” – Jack Hsieh Application Questions How could you use PDMA’s portfolio management ideas to better manage your product mix? Which parts of your development process might work better using the hybrid approach Jack describes? What new market research methods could help your team understand customers better? How could you improve the way project and product managers work together in your organization? Bio Jack Hsieh has 20 years of experience in planning, executing, managing, and consulting on innovation projects across the world. Jack is the President at Maestro Project Management Consultants, which helps clients with innovation management, new product development, and project management. Previously, at Sony Ericsson, he led a cross-functional international team to develop handheld devices that served millions of users worldwide. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Product innovation lessons from social media content creation Watch on YouTube TLDR In this episode of Product Mastery Now, I’m interviewing Leah and Philip Abraham, a creative duo with expertise in songwriting, acting, music production, and filmmaking. Their diverse background offers valuable lessons for product managers looking to improve their innovative thinking techniques. Throughout our conversation, we explore insights from their creative process that can be applied to product innovation and management. Innovation is a learnable process, not just an innate talent Complementary skills in teams can lead to more holistic product innovation Balancing intuition with data-driven decision-making enhances product development Rapid prototyping and iterative development accelerate learning and innovation Embracing a “no bad ideas” culture fosters creativity in product teams Learning from failures and maintaining enthusiasm through setbacks is crucial for long-term success Continuous learning and adaptation of innovation processes are essential in product management This episode explores insights from creative professionals that can be applied to enhance innovation in product management, offering practical strategies for product managers to foster creativity, leverage rapid feedback cycles, and overcome challenges in the innovation process. Dismantling Misconceptions About Innovation We start by addressing common misconceptions about innovation, particularly the belief that creativity is an innate talent rather than a skill that can be developed. This idea is especially important for product managers and leaders responsible for driving innovation within their organizations. Leah and Philip share their experiences, showing that innovation is indeed a process that can be learned and improved over time. Complementary Creativity in Partnerships Leah and Phillip have experience in acting and film production and are now most famous for cinematic shorts on social media. They explain that they enjoy creative collaboration in many areas, including filmmaking, photography, music, and art. Leah and Phillip share that their creativity is complementary and they bring out creativity in each other. Phillip has a technical background while Leah focuses on character arcs. Innovation in the Creative Process When making a skit, Leah and Phillip often start with a sketch of the story and improv to fill in the details. They’re often inspired to make a skit based off something that happens in their lives. For example, a recent video called “When they cancel plans but you’re both introverts,” was inspired by Leah and Phillip’s introvertedness. Leah and Phillips use a  “no bad ideas” approach, which creates a safe space for sharing and building upon concepts. They give each other permission to throw out ideas without shame and then make those ideas better together. Benefits of Rapid Feedback Cycles Compared to producing a whole film, creating short-form content on social media provides more opportunity to receive rapid feedback and iterate. Analytics let Leah and Phillip see what aspects of their content viewers are engaging with most. Sometimes the parts of their content they almost didn’t include end up being the most popular with their audience. Leah and Phillip share that feedback from viewers has been affirming and eye-opening, and the most fulfilling part of their creative process is figuring out what viewers like about their content and building an intuition for creating engaging content. The Role of Intuition in Creativity and Innovation Leah and Phillip explain that they’re learning about to balance intuition with data-driven decision making. I think of intuition as my experience taking shape that my brain hasn’t recognized yet. Leah describes intuition as your body knowing something before your mind can articulate it. She had an intuition that she and Phillip should start doing social media and that it made sense for their hodgepodge of creative skills. They observed that most viral TikTok videos were not high-quality narrative skits and decided to use their skills to fill that gap. Conclusion This episode offers valuable perspectives on fostering creativity and innovation in product management. By embracing collaborative approaches, rapid prototyping, and a willingness to learn from failures, product teams can enhance their innovation capabilities and create more successful and impactful products. Key takeaways for product managers: View innovation as a learnable process, not just innate talent Leverage complementary skills within teams for holistic innovation Balance intuition with data-driven decision-making Embrace rapid prototyping and iterative development Foster a culture that encourages risk-taking and learns from failures Continuously evolve and adapt innovation processes Useful links: Check out Leah and Phillip’s content on YouTube and other social media platforms @leahandphillip Watch the trailer for Leah and Phillip’s film, Where Were You Innovation Quotes “If opportunity doesn’t knock, build a door.” – unknown “Success is stumbling from failure to failure without any loss of enthusiasm.” – Winston Churchill Application Questions How can you create a “no bad ideas” culture within your product development process? What obstacles might you face, and how can you overcome them? In what ways can you implement rapid prototyping and testing in your current product development cycle? How might this affect your timelines and resource allocation? How do you currently balance intuitive decision-making with data-driven approaches? Are there areas where you could improve this balance? What strategies can you implement to better learn from your failures and maintain team enthusiasm through setbacks? How can you encourage team members to step outside their comfort zones and explore new approaches to product innovation? Bio Leah and Phillip Abraham are an up-and-coming social media couple known for their highly cinematic viral skits, which have gained over 85 million views since their launch in February of 2024. Having both spent over a decade hustling in Hollywood, and acting on shows like Aquarius, CSI, Ballers, and Good Trouble, they found a ceiling placed on their potential as creatives, ultimately moving to Nashville and starting their production company, Philea Media. Together they wrote, produced, and acted in a feature-length musical that is loosely based on how they met, which is scheduled to premiere at film festivals in 2025.  Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

How product managers can foster a culture of innovation Watch on YouTube https://youtu.be/14cLrVAu7BA TLDR In this episode of Product Mastery Now, I’m interviewing Chris Elmore, a tech entrepreneur and college professor who helped found Avid Exchange, a unicorn startup that went public in 2021. Chris brings years of experience in product innovation and management, and he’s here to share his thoughts on driving innovation and keeping businesses growing for the long haul. Here are the key points from our conversation: A simple definition of innovation: “It’s better than what it was” Rethinking organizational structure can improve the flow of innovative ideas Hiring should focus on cultural fit and alignment around organization mission and purpose Everyone in an organization can be an innovator The Importance of Innovation in Today’s Business World As we start our chat, Chris highlights why innovation matters so much in today’s fast-moving business world. Products and services don’t stay relevant as long as they used to. Because of this, companies can’t just rely on what worked in the past. Innovation is key to keeping a business growing and thriving. Building a Culture That Supports Innovation One of the main topics we explore in this episode is how a company’s culture can help or hinder innovation. Culture is the unwritten rules of an organization – what people are allowed and expected to do. Chris shares his experience of keeping a strong culture, and even improving it, as his company grew. This challenges the common idea that company culture always gets worse as a business gets bigger. Chris says that the quickest way to destroy culture is to put someone in charge of it. When someone is in charge of culture, the culture becomes that person’s version of culture. Instead of taking charge of culture, leaders can use stories to reinforce a culture of innovation. For example, Chris tells his teams a story of how he tells his kids that he doesn’t care about their grades as long as they’re putting in full effort, but usually full effort leads to good grades. This communicates to his team that effort will eventually lead to the desired outcome. Rethinking How Companies Are Structured to Support Innovation We also discuss Chris’s thoughts on how company structure can affect innovation. He critiques traditional hierarchies, suggesting they can make it hard for innovative ideas to flow, especially ideas from employees who work closely with customers. Chris observes that most good ideas come from the middle third of an organizational chart. Often, people in the middle or bottom third of an organization try to communicate their ideas to leadership who don’t understand the idea or are scared of innovation, so many great ideas fail. Instead of a traditional org chart, Chris proposes thinking of the organization as a curve that represents everyone’s understanding of where the organization is going. The beginning of the curve represents where the organization is today, and the end represents where the organization needs to go. The goal of a leader is to get the organization over the valleys to go further down the curve. This approach focuses on aligning everyone in the organization towards common goals and outcomes, rather than rigid reporting structures. Producing Alignment To explain what the organization is working toward and get a team aligned around common goals, Chris concentrates on three things: mission, purpose, and outcome. The mission and purpose should be aligned with the organization’s outcomes. If not, we have work to do. If someone can’t get behind the mission and purpose, they can’t be in the organization anymore. Building Innovative Teams: A Fresh Approach to Hiring Chris takes an unusual approach to hiring. He focuses on the person rather than their resume. In fact, he says he’s never read a resume in his life. This approach allows him to assess candidates based on their potential and how well they fit with the company culture, rather than just their past experiences and qualifications. A Simple but Powerful Definition of Innovation Chris offers a simple definition of innovation: “It’s better than what it was.” This straightforward idea makes innovation something everyone in the company can understand and participate in, not just the people in research and development or product design. A Customer-Focused Approach to Innovation Chris advocates for a broad definition of “customer” that goes beyond just the end-users of a product or service. He explains that customers include internal and external stakeholders and even employees’ families. Product managers should think about serving all of those customers. This wider view encourages product managers and leaders to consider the needs and perspectives of various stakeholders when driving innovation. By considering a wider range of “customers,” organizations can ensure their innovations create value not just for end-users, but for employees, investors, partners, and even the families of team members. Everyone can be an Innovator Chris wants everyone in his organization to be aware that they can be an innovator. In his company, every time someone was hired, Chris gave them his definition of innovation and told them it’s their job to be an innovator. The Power of Small, Continuous Improvements While big, disruptive innovations often get the most attention, Chris emphasizes the importance of small, ongoing improvements. He explains that small innovations over a long period of time is a huge thing. This view encourages product managers and leaders to focus not just on big breakthroughs, but also on the cumulative impact of smaller, incremental improvements over time. Conclusion Driving innovation in product management is about more than just developing new features or technologies. It’s about creating an environment where innovation can thrive at every level of the organization. A culture of innovation leads to better products and more resilient organizations. Innovation is simply about making things “better than they were.” As product managers and leaders, our challenge is to embody this principle in our daily work and inspire our teams to do the same so that we can ensure our organizations not only keep pace with change but lead the way in creating value for our customers and stakeholders. Innovation Quote “Luck is when opportunity meets preparedness.” – Earl Nightingale Application Questions How can you simplify your definition of innovation to make it more accessible to everyone in your organization? Have you ever acted as an innovator while working in a role that is not traditionally innovative? Or have you seen another employee do this? What small, incremental innovations could you implement in your products or processes that might lead to significant improvements over time? How can you expand our definition of “customer” to include a wider range of stakeholders? How might this change your approach to innovation? What aspects of your organizational structure or culture might be hindering innovation? How can you address these barriers? Bio Chris Elmore is a seasoned tech entrepreneur and a respected college professor. Chris played pivotal roles in the founding of fintech AvidXchange, a unicorn startup that went public in 2021 with a $2.3B valuation. At AvidXchange his roles spanned numerous functions, including development, product, marketing, and mergers and acquisitions. Chris is also a passionate musician, performing solo and in bands as a singer with his guitar and ukulele. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Brian Collard, an expert in project management with 15 years of diverse experience, delves into how AI is transforming product management. He discusses the importance of prompt engineering for maximizing AI's capabilities while ensuring human oversight remains paramount. The conversation highlights practical AI applications, such as crafting efficient product briefs and the challenges posed by AI hallucinations. Brian emphasizes continuous learning and adapting, showcasing how teams can leverage AI to enhance creativity and streamline their processes for better outcomes.

Insights for product managers from a professor teaching engineering design and prototyping Watch on YouTube TLDR The value of starting with simple, low-fidelity prototypes The importance of focusing on the problem before jumping to solutions The need for making well-supported decisions throughout product development Real-world examples of how prototyping leads to innovative solutions Introduction In this episode of Product Mastery Now, I’m talking with Dr. Matthew Wettergreen, Associate Teaching Professor at the Oshman Engineering Design Kitchen (OEDK) at Rice University. We discuss the benefits of low-fidelity prototyping, the engineering design process, and how to use prototypes effectively to solve problems and validate ideas. The episode also covers potential pitfalls in prototyping and best practices for product managers. The Power of Prototyping in Product Management The Oshman Engineering Design Kitchen at Rice University is an academic makerspaces where students learn innovation and product development skills. This 20,000 square foot facility has top-notch machines for digital and 3D prototyping, allowing students to create products that look like store-bought items. Prototyping is a key tool for product managers who want to create value for customers. Matthew explains that prototypes help product managers confidently develop solutions that make customers happy. By using prototypes wisely, product teams can figure out what truly meets customer needs and test solutions before launching them in the market. The Value of Low-Fidelity Prototyping Matthew has discovered that in many parts of the world, people build things with no budget at all, not just a low budget. He saw this resourcefulness in places like Ethiopia, where everyday items are reused in clever ways. For example, highway dividers made from cut-up palm oil containers show how people can create solutions with limited resources. In the OEDK, students have access to high-tech equipment, but they won’t always have the OEDK available to them. At the ODEK, students always start with no budget and prototype using readily available materials. This approach, called low-fidelity prototyping, has several benefits: Causes students to produce more prototypes Results in higher fidelity and resolution in the final product Only require practical ingenuity and creative problem-solving to produce Encourages quick iteration Allows for fast and cheap testing of ideas Makes it easier for people to work together and share ideas Types of Prototypes and Their Fidelity Prototyping is a method of problem-solving that creates physical or digital objects, called artifacts. Prototype Fidelity Characteristics Best Use Low-Fidelity Meets few design goals, not at the right scale, made from analogical materials Early brainstorming, fast testing of ideas Medium-Fidelity Meets some design goals, close to actual scale, made from mostly suitable materials User testing, gathering detailed feedback High-Fidelity Meets most design goals, at the correct scale, made from the best available materials Final testing, showing to stakeholders The Engineering Design Process Matthew introduces the seven-step Engineering Design Process used at the OEDK: This approach begins with understanding the problem before jumping to solutions. Fifty-one percent of the design experience should be spent in the prototyping, testing, and iterating phase. Clarify the team assignment Develop a Design Context Review Set design objectives and constraints Develop solution options Evaluate solutions Prototype and test iteratively Iterate based on feedback Overcoming Challenges in the Design Process One of the main challenges in product development is the tendency to rush into solutions without fully exploring the problem. Matthew offers several strategies to overcome this: Use the “freezer” concept: Put initial ideas on hold to allow for deeper problem exploration Collect extensive information about the topic before brainstorming then marinate on that information and allow your subconscious to form connections Collaborate with diverse teams to bring in different perspectives Matthew also addresses the myth of the lone innovator: People who seem like lone innovators, like Steve Jobs or Thomas Edison, actually represent an immense number of humans who supported their accomplishments. Successful innovation is almost always a team effort. Matthew tells his students, “Work with people who are smarter than you and work with people who think differently from you. You will be better as a result of that.” Case Studies from the OEDK To show how prototyping works in real-world scenarios, Matthew shares two interesting case studies from the OEDK: 1. Giraffe Enrichment Project for Houston Zoo The challenge was to extend the feeding time for giraffes in captivity to better match their natural eating habits. This project shows how prototyping often involves multiple attempts: First attempt: Giraffes didn’t interact with the prototype Second attempt: Didn’t hold enough hay Third attempt: Used dangerous materials (wire) Fourth attempt: Successfully created a hay-shaped box with safe materials The final prototype has been used at the Houston Zoo for nearly a decade and has been adopted by other zoos. 2. Apollo BVM Ventilator during COVID-19 During the early stages of the COVID-19 pandemic, the OEDK team quickly developed a bridge ventilator called the Apollo BVM. This project highlights the power of rapid prototyping and iteration: Intense development period of one month Collaboration with respiratory therapists and pulmonologists Parallel prototyping of individual components and the whole system Resulted in a functional product that was licensed for use during the ventilator shortage Potential Pitfalls in Prototyping Prototypes can be used in a misleading way, such as presenting a beautiful prototype to convince stakeholders that it’s a good solution, rather than collecting feedback. It is acceptable to produce an ugly prototype, but it is less acceptable to produce a beautiful prototype that lacks all functionality in order to mislead people. Matthew recommends that his students prepare focused questions for client conversations about prototypes and share assumptions built into the prototype’s design with the client. This allows clients to give suggestions for revising these assumptions. Best Practices in Prototyping for Product Managers Fall in love with the problem, not the solution Whenever possible, allow stakeholders to physically handle prototypes, as this often leads to different insights than just viewing images or videos. Overcome the “I’m not good at prototyping” mindset: Encourage team members to build to learn. Conclusion Key takeaways from this episode include the value of starting with simple prototypes, the importance of focusing on the problem before rushing to solutions, and the need for well-supported decision-making throughout the product development process. By applying these insights to their work, product managers can drive innovation and create more value for their customers and organizations. Useful links: Learn more about the Oshman Engineering Design Kitchen Check out the Global Medical Innovation Master of Bioengineering that Matthew runs Connect with Matthew on LinkedIn Innovation Quote “Make defensible decisions.” – Matthew Wettergreen Application Questions How can you incorporate more low-fidelity prototyping into your early-stage product development process? In what ways can you improve your process for gathering and incorporating user feedback on prototypes? How can you help foster a culture that values “falling in love with the problem” rather than becoming too attached to specific solutions? Where might you be rushing to solutions without fully exploring the problem? How can you use prototyping to improve collaboration across different teams and departments in your organization? Bio Matthew Wettergreen is Director of the Global Medical Innovation Master of Bioengineering program and the Program Director of the NSF-funded I-ACED Scholar Program at Rice University. He is also an Associate Teaching Professor at the award-winning Oshman Engineering Design Kitchen (OEDK) at Rice University, recruited as the first full-time faculty hire in 2013. At the OEDK he co-developed the engineering design curriculum, including the flagship first-year engineering design course and the Prototyping and Fabrication course. Wettergreen is the co-author of the textbook Introduction to Engineering Design. Over nearly fifteen years of developing client-based engineering design courses and with a deep interest in engineering education, Dr. Wettergreen has deployed engineering design curriculum and helped to support the development of makerspaces on five continents. His design work has been featured on the cover of NASA Tech Briefs, in the Wall Street Journal, The Atlantic, Make Magazine, and Texas Monthly.  Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.