Product Mastery Now for Product Managers, Leaders, and Innovators

Focused product strategy and teams Watch on YouTube TLDR In this episode, Blair LaCorte—seasoned leader, investor, former CEO of AEye, and coach to 50+ CEOs— breaks down the keys to building product teams that win. Blair shares insights on aligning product strategy with company goals, the importance of saying no and making trade-offs, and why team culture and people patterns matter more than anything. He draws on experiences across tech, aviation, private equity, and defense, offering memorable lessons on scaling organizations, product leadership, and the human side of performance (including when and how to part ways with team members). The episode closes with advice for product managers seeking purpose, growth, and ways to elevate themselves and their teams. Introduction Whether you’re a product manager trying to get your team aligned, or a product leader striving to translate executive vision into actionable roadmaps, this episode addresses the real challenges you face every day. You’ll hear from a leader who has built high-performing product teams and grown organizations across different industries, from taking autonomous vehicle tech company AEye through a $1.8 billion IPO while launching products across automotive and defense markets, to scaling XOJET into one of the fastest-growing companies in aviation history. He’s worked with over 40 companies as a private equity  Operating Partner at TPG and now coaches 50+ CEOs through his Pinnacle Performance Elite mastermind. His career started in tech at Sun Microsystems and Autodesk and has spanned hardware, software, and services. If anyone knows what separates high-performing product teams from the rest, it’s our guest, Blair LaCorte. Summary of Concepts Discussed for Product Managers Focused Product Strategy & Team Alignment:Success starts with product managers who grasp both internal operations and external market realities, aligning product decisions tightly to company strategy. Focus is critical—great leaders say no more than yes. Scaling & Market Fit:Blair details how autonomous vehicle tech company AEye shifted from pure autonomous vehicles to ADAS (Advanced Driver-Assistance Systems), aligning their tech roadmap with realistic market cycles and cash flow needs. Team Dynamics & Culture: For a product team, the type of culture is less important than the consistency of the culture and the consistency of the team. Teams with alignment and clear expectations outperform more talented but chaotic groups. Winning builds healthy cultures; the feeling of progress is essential. Hard Choices & Leadership:Removing the wrong team members is tough but essential. Blair emphasizes the importance of honest feedback, quick decision-making, and quickly firing weaker performers to allow the rest of the team to move forward. Personal Growth & Knowing Yourself:Blair dives into psychology, personality frameworks, and patterns—urging product leaders to understand themselves, seek feedback, show vulnerability, and continually develop their Johari Window (the intersection of self-perception and how others see you). Technology vs. Humanity:As technology advances rapidly, keeping humanity at the center becomes more important than ever. Product managers must weigh the impact of their products, striving for both business value and societal good. Useful Links Connect with Blair on LinkedIn Learn more about PPE Mastermind Innovation Quote “The biggest threat to mankind is when our technology outstrips our humanity.” – Albert Einstein Application Questions How do you decide which product opportunities or features to say no to, and what’s your process for making those tough calls? In your experience, what factors contribute most to a consistent and winning team culture? How do you maintain this as the team grows or changes direction? What practices have you found effective (or ineffective) when giving feedback or offboarding team members who aren’t the right fit? How do you identify your own blind spots as a product leader? Which personality or feedback frameworks have helped you most? How could you practice being more vulnerable as well as accepting criticism? Bio Blair LaCorte is a groundbreaking and battle-scarred business executive and transformational leader who has leveraged his curiosity, collaborative nature and his competitive spirit into an unconventional and remarkable career journey. His experiences are also very unique from a functional perspective having taken on full time executive roles across a wide spectrum of business stages, ranging from startup to growth and from restructuring to liquidity events including sales, mergers and several IPO’s. 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. Source

Dr. Joseph Michelli, a renowned speaker and consultant, shares insights on how human-centered product innovation is reshaping healthcare. He discusses One Medical's unique approach to integrating technology in patient care while maintaining a personal touch. The conversation touches on balancing automation with empathy, the importance of employee satisfaction, and how exceptional customer experiences drive loyalty. Michelli also highlights lessons from brands like Ritz-Carlton and Starbucks, emphasizing the need for continuous improvement in service delivery.

The biggest challenges when moving from individual contributor to product VP Watch on YouTube TLDR In this episode, I welcome Piers Fallowfield Cooper—executive coach and author of Are You Still the Future?—to explore one of the most critical career transitions in product management: moving from individual contributor to product leader. We discuss why success as a product manager doesn’t guarantee success in leadership, the mindset and skills required to thrive as a product VP, the importance of personal strengths and adaptability, and practical advice for building a successful, energized team. Introduction Let me paint a picture of a common occurrence. Product VPs and leaders start out as individual contributors, i.e., product managers. Because of their outstanding work, delivering value for the organization and delighting customers, the product manager’s responsibilities and influence quickly increases, resulting in a promotion to Product VP. Sounds great, right? Maybe not—a couple months after the promotion they are struggling and their teams are frustrated. If you were that newly promoted VP, you would be wondering if you made a terrible mistake.  Let’s turn that around. This discussion will help to equip you for the most critical transition in product management careers—the leap from individual contributor to product leader. This isn’t just about getting promoted; it’s about fundamentally shifting how you think, act, and add value. And, if you are already a product leader, this discussion will also help you improve and how you mentor your ICs.  Our guest is Piers Fallowfield-Cooper, who has coached over 130 C-suite executives through major leadership transitions. He’s spent 30 years in senior executive roles himself scaling companies across finance, technology, and e-publishing. His book Are You Still The Future? was a Business Book of the Year finalist in 2024. He knows how to effectively navigate the journey from individual contributor to executive leader.  Summary of Concepts Discussed for Product Managers The Challenge of the Transition:Many product VPs begin as outstanding product managers, but leadership requires a shift from “I” to “we.” The skills and knowledge that led to promotion often don’t translate to success at the next level—leadership is less about specific expertise and more about asking the right questions, fostering a broader perspective, and leading through others. T-Shaped Leadership:Piers explains the necessity of moving from being a deep specialist to developing broad horizontal skills—an essential shift in most careers, including product management. Find Your Sweet Spot:Ambition doesn’t always mean you want or would be happier in a leadership role. Ask yourself why you want to get promoted and consider what trade-offs come with increased responsibility. Key Shifts for Aspiring Leaders: The move from “doing” to “thinking and leading.” Creating regular thinking time with diverse stimuli. Observing and reflecting on effective leadership styles, then building a personal leadership approach authentic to you. Focusing on helping the team succeed, rather than being everyone’s friend. Strengths, Energy & Environment: Use tools like Strengths Finder to identify what energizes you, not just what you’re competent at. Play to your energizing strengths, focus on what the business needs, and work where you add the most value. Provide an environment that fosters high performance: ensure adequate sleep, a positive environment, and fair, slightly challenging deadlines. Adaptability is key; those who are flexible can thrive in changing environments. Leadership Pitfalls & Practical Advice: Avoid “day one stupid”—don’t rush to fix things before understanding what works. Ask, “What do we do really well here?” and “Are there dumb things we should stop?” Don’t overthink or second-guess; often learning comes from experience, not theory. As a leader, work to not trigger the fight/flight/freeze response in your team by ensuring fairness, and predictability. Foster trust by showing vulnerability. Create a coaching and learning environment for your team, helping others to succeed rather than micromanaging. Useful Links Connect with Piers on LinkedIn Check out Are You Still The Future? Visit Piers’s website Innovation Quotes “The robots will adapt, will you?” – Piers Fallowfield-Cooper “Today’s certainties are tomorrow’s absurdities.” – Peter Drucker “Prediction is very difficult, especially about the future.” – Yogi Berra Application Questions What was the most surprising challenge you faced (or anticipate facing) in moving from an individual contributor role to a leadership role? How can product leaders create an environment that maximizes team performance and individual energy? Why is it important to reflect on your own motives for pursuing leadership, and what tools or approaches help with that reflection? How can leaders best identify and develop the strengths of their team members to benefit both the individuals and the organization? What does adaptability mean to you in the context of product leadership, and how have you practiced it in your career so far? Bio Described by a number 10 insider as “The anti establishment, establishment coach”, Piers Fallowfield-Cooper’s goal is to help business leaders to be more successful, fulfilled and to support them in their journey from good to exceptional. His bestselling book, Are You Still The Future?: How learning to be flexible and read the signals in the system kept me relevant and prepared for every step on my leadership journey, was a finalist for the Business Book Awards 2024 Leadership category. Piers works with clients globally – in the UK, US, Europe, the Middle and Far East, Australasia and Southern Africa. He is currently celebrating 20 years of making a difference in leader’s lives (and having great fun). His experience includes over 30 years as a senior executive with various MD, President, CEO, and Chairman roles in global finance, digital media and technology. Clients value the fact that Piers has walked in their shoes and can genuinely and authentically empathise with their situation. 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. Source

How product managers can make their own futures Watch on YouTube TLDR In this episode of Product Mastery Now, we’re joined by Robin Champ, VP of Strategic Foresight at LBL Strategies and Harvard Extension School instructor. Robin shares practical approaches for product managers and leaders to anticipate, rather than merely react to, disruptions in the market and competitive landscape. Through the Strategic Foresight Framework, scenario planning, and trend scanning, Robin explains how to create agile strategies that help organizations deliver value in uncertain futures. Introduction Any product manager with some experience knows the frustration of being blindsided—competitor launches that catch you off-guard, market shifts that kill your roadmap, or customer behaviors that seemingly emerge overnight. Many product teams are in a cycle of reacting to change and putting out fires. Instead, what if you could anticipate change? By the end of this episode, you’ll have the strategic foresight framework that is taught at Harvard and applied in organizations. Our guest is Robin Champ, Vice President of Strategic Foresight at LBL Strategies and Harvard Extension School instructor. Robin spent 33 years applying foresight in the highest-stakes environments—the U.S. Secret Service and Department of Defense. She trains executives on the strategic planning methodologies that equips them to stay ahead of competitive threats and create opportunities. Also, Robin is speaking on Tuesday, September 16th, 2025, at my favorite product innovation conference, the Product Development and Management Association’s Ignite Innovation Conference. Learn more about the conference at www.PDMAsummit.com. Summary of Concepts Discussed for Product Managers What is Strategic Foresight? Foresight vs. Forecasting: Foresight embraces uncertainty and explores multiple possible futures rather than making a single prediction. Scenario Planning: Organizations develop strategies by considering different directions the future could take, enabling agility and preparedness for disruption. Why Product Managers Need Foresight Competitive Advantage: With foresight, product managers are better equipped to stay ahead of market changes, competitor launches, and evolving customer behavior. Case Example: Robin describes applying scenario planning with a senior living community to anticipate shifting senior preferences and invent innovative solutions. Foresight Methodologies Environmental Scanning: Deliberately monitoring signals and trends in the market and society via tools like LinkedIn, futurist publications, and AI-powered analytics. Futures Wheel: Mapping out potential first-, second-, and third-order impacts of proposed changes or emerging trends. Bringing in Creativity: Leveraging both human creativity (e.g., involving science fiction writers) and AI tools to generate diverse and imaginative future scenarios. Practical Application Use scenario planning and futures wheels to consider the implications of market shifts, like changing education delivery models with AI and shorter attention spans. Scanning can be both manual and AI-assisted; following futurists can keep PMs ahead of upcoming trends. Strategic foresight enhances not just resilience, but also innovation and relevance. Useful Links Connect with Robin on LinkedIn Check out the Harvard course Robin teaches, Mastering Foresight: Scenario-Based Planning Register for the PDMA Ignite Innovation Conference and use code PDMAChad20 for 20% off your registration for the All-Access Pass or the Summit Pass Learn more about LBL Strategies  Innovation Quote “Organizations have to make their futures or risk being overtaken by the future.” – Clark Murdock, Future Making Application Questions How could scenario planning or the futures wheel help your product team be more agile in the face of uncertainty? In what ways are you currently scanning for trends or signals in your market? What could you do to improve this process? Where could your organization benefit from shifting from forecasting to strategic foresight in its strategy or product planning? What are the most disruptive “unknowns” facing your product category—how well prepared are you? How might you use AI or creative exercises (like science fiction narratives) to inspire future-focused thinking within your product team? Bio Robin L. Champ is Vice President of Strategic Foresight at LBL Strategies;  a Certified Strategy Management Professional (SMP);  and an instructor at Harvard Extension School. She helps organizations anticipate change, navigate uncertainty, and design strategies that drive real impact. With a background that includes leading foresight and strategy efforts at the U.S. Secret Service and the Department of Defense, Robin brings a practical, future-focused approach grounded in decades of experience. Today, she works with leaders across sectors to turn insight into action.  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. Source

How product managers can build customer-centric AI products Watch on YouTube TLDR Juanjo Duran, Chief Product Officer & Chief Marketing Officer at Exoticca, joins Product Mastery Now to share how to create AI-powered product features customers actually love, not just features that sound impressive. Drawing on 25+ years in diverse leadership roles, Juanjo discusses leveraging customer obsession, data-driven decisions, and practical frameworks to balance innovation with execution. Learn how to embed AI across teams, structure innovation projects, and use the customer journey—from inspiration through to objection handling—as your roadmap for building differentiated products that deliver real value. Introduction Picture this: You’re a product leader trying to build AI features that customers actually use, not just technology that sounds impressive in board meetings. You’re scaling your product organization while maintaining innovation momentum. And you’re doing all this in an industry where the stakes for getting it wrong are high. We are discussing building smarter products that integrate AI that customers actually want. We’ll also explore practical frameworks for balancing innovation with execution in rapidly scaling organizations.  Our guest is Juanjo Duran, Chief Product Officer and Chief Marketing Officer at Exoticca, a leading travel tech platform that provides multi-day travel packages. Juanjo brings a unique perspective—25+ years in consumer goods at P&G and Mars, operations leadership at easyJet, marketing at eDreams, and now product leadership at Exoticca.   Summary of Concepts Discussed for Product Managers Key Topics & Takeaways From FMCG to Travel Tech: The Leadership Thread Juanjo describes his journey from Procter & Gamble and Mars, to travel and product leadership at Exoticca. The unifying principle? Putting the customer at the center, leveraging data-driven decisions, and focusing on how brands create value. The Travel Customer Journey Redefined In travel, the journey starts the moment a customer begins browsing for trips, not just when booking or traveling. Product pages are transformed to make users fall in love with destinations, describe the experience simply, and address objections upfront. Structuring Innovation: Purpose-Driven Evaluation Initiatives at Exoticca are filtered by their fit with company purpose: making dream trips accessible, creating extraordinary experiences, and serving customers end-to-end. Innovation efforts are prioritized by value to customers, strategic fit, feasibility, and business impact. The AI Journey: From Efficiency to Customer Value Early AI efforts focused on automating repetitive tasks for efficiency. The real shift came from asking: “How can AI deliver better value for customers?” AI is embedded across every team, used in personalizing customer experiences, managing dynamic trip pricing, addressing customer queries (pre/post booking), and predicting pricing far in advance. Innovation Project Structure Cross-functional discovery and alignment at the outset saves time later. Prototyping, rapid iteration, and A/B testing form the foundation of execution. Not every tool or solution needs to be built in-house—focus in-house efforts on core differentiators, and look outward for other solutions. Useful Links Connect with Juanjo on LinkedIn Learn more about Exoticca Innovation Quotes “The best way to predict the future is to create it.”  – attributed to Peter Drucker “Inspiration? Of course it exists but it has to find you working.” – Pablo Picasso Application Questions How can your organization better map and influence the customer journey to enhance product experiences? When thinking about adopting AI, how do you balance efficiency gains versus solving genuine customer problems? What criteria should guide your decision to build versus buy AI or tech solutions? How can cross-functional collaboration be improved during the innovation process in your organization? Which part of your product experience could be transformed by focusing on customer emotions rather than solely on features or benefits? Bio Juanjo Duran is a Global Travel and FMCG Executive (CEO/CMO/CPO) passionate about how Technological transformation can improve consumers’ lives. Currently CPO and CMO of a game changing travel tech disruptor where he is exploring AI as a Value Accelerator for consumers. Juanjo was previously CEO of Deliberry, a game changing grocery business disruptor and also Venture Capital Investor and Consumer & Brand Tech Advisor.   Juanjo is passionate about change and leadership. He was lucky to learn from the best leaders and the best companies: 20 years in P&G learning from the best about proactively and methodically driving brand’s constant growth, 7 years in Mars Inc learning from the best about leading people through values and principles and learning from the best about digital transformation in the most evolved industry, TravelTech, at easyJet and eDreams ODIGEO, still the biggest e-commmerce in Europe.  Juanjo believes that technology has to help us to live better and wants to be an active part of that. He is now leading a very promising project that will allow people to travel more and better. 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. Source

The 2025 PDMA Ignite Innovation Summit Watch on YouTube TLDR Today I’m sitting down with Bill Reed and Spike Ross-Corbett, PDMA board members and co-chairs of the 2025 Ignite Innovation Conference planning committee. We reflect on top takeaways from past PDMA conferences, including invaluable lessons on customer research, adaptive product development, building cultures of innovation, and leveraging networking opportunities. Spike and Bill also offer a sneak peek into this year’s conference in Chicago, highlighting fresh formats, hands-on workshops, and powerful networking. Get practical insights to elevate your product management game and learn how to unlock a special discount for the upcoming summit. Introduction As a product professional, what is your favorite conference to attend? We have a lot of good options, but mine has been Ignite Innovation, which the Product Development and Management Association (PDMA) runs annually. I attended the first one in 2006 after hearing about it in a local group of product professionals. Since then, I have attended most years when I could, and I will be there again this year. It is being held at the Marriott Marquis in Chicago from September 13th-16th. This episode will discuss examples of what we have learned at past conferences and what we expect to learn this year.  Joining me are two board members of PDMA who are also the co-chairs for the committee planning the conference—Bill Reid and Spike Ross-Corbett.  Summary of Concepts Discussed for Product Managers PDMA Ignite Innovation Conference:My favorite product development and management conference, hosted in Chicago, September 13th-16th, 2025. Meet the Guests: Bill Reed: Leads product and innovation teams at Boulder Imaging, with a rich history in innovation, patents, and engineering. Spike Ross Corbett: Heads product development at Portland Marketing Analytics, focusing on making marketing ROI analysis accessible. Past Conference Takeaways: Geoff Thatcher’s Experience Design Model: Apply theme park design (attract, trust, inform, internalize, act) to product management. (423: Transforming products into experiences – with Geoff Thatcher) Andrea Ruttenberg on Voice of Customer: Needs-based interviews are the foundation for innovation success. You don’t need hundreds—just strong qualitative insights. (477: Three-step VOC system – with Andrea Ruttenberg, PhD) Marissa Mayer’s 20% Time Story: Google’s AdSense was born from a culture that allows even “bad ideas” to be pursued, powering breakthrough innovation. Networking Impact: Random dinner groups at past conferences fostered lasting professional connections. Peter Monkhouse on Embracing Uncertainty: Adaptive, iterative development and embracing uncertainty helps PMs tackle ambiguity with confidence. (439: Differences and similarities between product and project management – with Peter Monkhouse) Sarah Robb O’Hagan on Qualitative Interviews: One-on-one interviews with 12 high school athletes gave Gatorade the insights they needed to turn around a struggling company. DFW Innovation Culture (Outstanding Corporate Innovator Award Winner): Everyone can be an innovator. Cross-org training fosters every-employee innovation, even in public sector contexts. (508: The practices of the most innovative companies – with 2024 Outstanding Corporate Innovator winner) Stop the Stupid: Doug Hall’s catchphrase to remind everyone on your team to innovate. (522: Stop the stupid using proactive problem solving – with Doug Hall) AI-Accelerated Design Sprints: Hands-on workshops integrating AI with design sprints showcased in St. Louis. (517: How to conduct an AI Design Sprint – with Mike Hyzy) 2025 Conference Preview: Tangible, Practical Tools: Sessions will give attendees actionable frameworks and tools. Themed Tracks: Innovation execution Product and innovation strategy Deming Institute track on applying systems thinking to innovation Outstanding Corporate Innovator (OCI) Winners: Insights from a century-old company that’s reinventing itself and a fast-growing new entrant. Research to Reality: Engaging academics and practitioners in high-energy, collaborative sessions. Workshops Featuring Industry Experts: Competitive analysis with Dell’s Jay Nakagawa and AI applications in product with MIT’s Dave Robertson. Mastermind Sessions: Guided problem-solving sessions and deep discussions about real problems that product managers face Networking Opportunities: City tours and excursion to innovation hub (MHUB). Innovation Cafe: I’ll be conducting podcast interviews in the Innovation Cafe—come find me! Useful Links Register for the PDMA Ignite Innovation Conference and use code PDMAChad20 for 20% off your registration for the All-Access Pass or the Summit Pass Listen to interviews with Ignite keynote speakers Listen to 546: Strategic foresight gives product managers a competitive edge – with Jod Kaftan Listen to 548: Building a culture of fearless product innovation at Snap-On Tools – with Ben Brenton, PhD Coming soon: 553 with Robin Champ Innovation Quote  “Someone is going to make your product obsolete. Make sure it’s you.” – Edwin Land “I can’t spare this man: He fights.” – Abraham Lincoln Application Questions What is the most valuable lesson you’ve learned from a professional conference, and how did it impact your product management approach? How can organizations empower employees at every level—not just product or engineering teams—to contribute to innovation? In what ways have you embraced uncertainty in product development, and what processes or tools have helped you do so? What differences have you observed in innovation strategies between established organizations and startups? How has or how could cross-industry networking at events like PDMA’s Ignite Innovation contribute to your product management success? Bio Spike Ross-Corbett is the Summit Chair and a member of the Board of Directors for the Product Development and Management Association (PDMA), where he leads the vision and execution of the annual Ignite Innovation Summit. Professionally, Spike is a Product Manager at Portland Marketing Analytics (PortMA), managing SaaS platforms that deliver data-driven insights and operational efficiency. Spike holds a Bachelor of Science degree in Economics from the University of Southern Maine. Before his career in product management, he served in the United States Coast Guard, where he oversaw ordnance programs and training initiatives. He currently resides in Maine.  Bill Reid brings over 35 years of experience in all aspects of product development, from start-ups to global corporations like Ford, GE Aircraft Engines, GM, and Covidien. Since 2007, he has led innovation and consulting efforts through his company, Immersed, and currently serves as Vice President at Boulder Imaging, overseeing hardware engineering, production, supply chain, and professional services. Bill is a certified New Product Development Professional, serves on the PDMA board, and holds degrees in mechanical and aerospace engineering. He is the inventor or co-inventor on 24 U.S. patents and the author of Immersed in the Cave, a self-published book on innovation.   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. 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Why product managers need a systematic framework to de-risk innovation Watch on YouTube TLDR This episode dives deep into the new ISO 56001 standard for innovation management with Dr. Magnus Karlsson, a global leader in the field and a key contributor to the standard. Learn why systematic innovation matters, how ISO 56001 can help organizations move beyond ad hoc creativity to reliable business results, and what practical steps product managers and leaders can take to build innovation capabilities—plus resources for making the standard actionable in your organization. Introduction Are your innovation efforts consistently delivering results, or do they feel more like a series of random experiments? We’re diving into systematic innovation management with one of the foremost experts in the field. This isn’t just about being more creative – it’s about transforming how your organization turns ideas into market success, reliably and repeatedly. Every product leader faces the challenge of delivering value that drives business growth while managing risk. Without a systematic approach, you’re essentially gambling with your innovation resources.  In this episode, you’ll discover exactly how to implement a systematic innovation management approach based on the recently published ISO 56001 framework. Our guest is Dr. Magnus Karlsson, Adjunct Professor in Innovation Management at KTH Royal Institute of Technology in Stockholm. Magnus has over a decade of experience as Director of New Business Development and Innovation at Ericsson, where he developed approaches to collaborative innovation. He built on that experience and for nearly 20 years has been instrumental in developing international innovation management standards with the Swedish Institute for Standards, a key contributor to ISO standards. Magnus is also a partner at Amplify, a Sweden company that helps organizations across the world to innovate. While your competitors might still be relying on inspiration and luck, you could be implementing a proven system that delivers consistent innovation results. Summary of Concepts Discussed for Product Managers Systematic vs. Random Innovation:Most organizations still treat innovation as a series of random experiments. ISO 56001 offers a holistic management system, making consistent innovation possible. The Need for Standards:Despite abundant research on what drives innovation, companies struggle to apply best practices at scale, and some organizations risk losing their innovative capability. The ISO 56001 standard codifies proven methods for innovation into a plug-and-play framework. Origins & Purpose of ISO 56001:Developed out of real-world challenges at companies like Ericsson, the standard helps organizations measure, sustain, and grow their innovation capability with clear, certifiable requirements. Framework Overview:Core elements include: Context Analysis: Understand new technologies and opportunities. Innovation Intent: Consider why you need to innovate and what you must achieve. Leadership Involvement: Engage top management in innovation, including defining innovation strategy and promoting innovation culture. Five Building Blocks of the Innovation Process: Identifying opportunities Generating ideas Validating concepts (hypothesis-driven, low-cost experiments) Development Deployment Continuous Improvement:The standard emphasizes ongoing assessment, maturity modeling, and the PDCA (Plan-Do-Check-Act) cycle to adapt and grow innovation practices. Roles in Innovation:While no fixed roles are prescribed, clear assignment and development of competencies (with a forthcoming competency framework) are critical for success. Senior leadership engagement is vital, with product managers well-positioned to drive bottom-up and top-down adoption. How Product Managers Can Use ISO 56001:Product managers can consider how their current practices may already be aligned to the ISO 56001 framework and how they could improve their practices, then fill any gaps. Certification & Practical Adoption:Adoption of ISO 56001 not only improves internal capability but also bolsters branding, customer trust, and talent attraction. While certification is new, interest is growing, especially among organizations wanting to benchmark or externally validate their innovation maturity. Useful Links Connect with Magnus on LinkedIn Check out Amplify for more resources about ISO 56001 Innovation Quote “Spend a little to learn a lot.” – Vijay Govindarajan Application Questions How would your organization’s approach to innovation change if you adopted a systematic, standard-based framework like ISO 56001? What are the biggest cultural and leadership barriers to consistent innovation in your workplace, and how could a formal management system help address them? In your product management practice, which of the five process building blocks (identify, generate, validate, develop, deploy) tends to be weakest—and why? How might certification in innovation management (like ISO 56001) impact your organization’s external reputation and internal alignment? What steps can product managers take right now to begin closing the gap between innovation aspirations and a repeatable innovation capability? Bio Dr. Magnus Karlsson is a senior innovation management expert at Amplify, adjunct professor at KTH Royal Institute of Technology, contributor to international standardization at ISO, CEN, and SIS Swedish Institute for Standards, and has a background in group-wide innovation management at Ericsson HQ in Stockholm. 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. Source

How product managers can master go-to-market strategies Watch on YouTube TLDR Most product launches fail not because the product is flawed, but because the launch strategy misses the mark. In this episode, product marketing expert Rebecca Shaddix shares a blueprint for go-to-market strategies that drive real impact. Discover why product and marketing must build launch plans together, how to create alignment through ongoing collaboration, and the pillars of an effective go-to-market framework, even in large or siloed organizations. Plus, learn why defining acceptable mistakes can spur faster, safer innovation, and how internal enablement and the Rolling Thunder launch approach create momentum that lasts. Introduction Let’s say you’ve built an incredible product. Your engineering team delivered exactly what you envisioned. The stakeholders are excited and you are feeling good. But guess what, 95% of product launches fail not because the product isn’t good enough, but because it wasn’t brought to market effectively. Let’s help with that by discussing the steps for creating go-to-market strategies that actually work. If you’ve ever watched a brilliant product struggle to find its audience, or felt that sinking feeling when marketing says they need “just a few more weeks” to figure out positioning, or witnessed the chaos that happens when product and marketing teams aren’t aligned, then this episode is for you.  Our guest, Rebecca Shaddix, knows a lot about creating go-to-market plans. She has built go-to-market strategies for some of the fastest-growing tech companies in the US. As Senior Director of Product Marketing at 15Five and founder of the award-winning consulting firm Strategica Partners, she’s helped launch complex products that went on to drive millions in revenue. She’s the former marketing director at GoGuardian—the fastest-growing education company in US history—and she’s been a contributor to Forbes for more than a decade.   Summary of Concepts Discussed for Product Managers The Real Reason Most Launches Fail:95% of launches stumble due to poorly executed market communication, not underlying product issues. Collaborative Go-To-Market Planning:The handoff between product and marketing is a recipe for confusion and missed opportunity. Instead, Rebecca recommends an ongoing, bidirectional process where insights are shared, teams are co-creators, and monthly (or more frequent) joint meetings ensure mutual investment and understanding. Customer Advisory Boards:Minimize silos and increase trust and credibility across teams by creating cross-functional customer advisory boards. These boards amplify customer insights and bring users closer to product leaders—and to each other. Acceptable Mistakes:Frame launches as controlled experiments. By agreeing upfront on specific, acceptable mistakes, teams can move faster, reduce anxiety, and tailor their efforts to the business’s top priorities. Rebecca’s Four Pillars of Go-To-Market: Market Insights & Research: Validate you’re building the right thing for the right people. Positioning: Clarify theme and messaging before creative work or marketing begins. Internal Enablement: Ensure every team has the right info (and only what they need) to do their job, and establish clear communication channels for post-launch feedback and problem-solving. Product Launch – Rolling Thunder Approach: Continue to respond to customer feedback and iterate after launch. Pre-Mortem and Post-Mortem Reviews:Use pre-launch (pre-mortem) meetings to predict risks and tripwires, and post-launch (post-mortem) retrospectives to reflect and continuously improve. Useful Links Connect with Rebecca on LinkedIn Learn more about Strategica Read Rebecca’s Forbes article, “Why Every Strategy Needs An ‘Acceptable Mistake” Read Rebecca’s Forbes article, “How To Create Great Go-To-Market Strategy” Innovation Quote “Know your miss” – from playing disc golf Application Questions What communication or collaboration barriers exist between your product and marketing teams, and how could you break them down? How do you currently gather and share customer insights? Could a customer advisory board improve your internal alignment or product decisions? Have you ever explicitly discussed acceptable mistakes ahead of a launch, and how might that change your team’s willingness to experiment? Of the four go-to-market pillars Rebecca describes, which is your organization strongest in, and which is most overlooked? How could you apply the “Rolling Thunder” approach to an upcoming product or feature launch in your organization? Bio Rebecca Shaddix is a seasoned marketing executive and go-to-market strategist with a proven track record of driving significant revenue growth across various industries. With a unique background that combines deep technical expertise, data-driven marketing, and empathetic leadership, Rebecca has led high-growth companies in education, healthcare, and SaaS to impressive success. Her approach is rooted in a research background, allowing her to blend analytical thinking with creative marketing strategies. As a Forbes contributor and recognized thought leader, Rebecca brings insights into the societal impacts of technology, particularly in areas such as AI’s role in solving global issues and fostering diversity in tech. Her ability to align technology-driven solutions with broader missions while driving substantial business results sets her apart in the marketing and leadership landscape. 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. Source

Join Scot and Walter Herbst, a dynamic father-son duo, as they share their invaluable insights on product innovation. With over 230 patents to their names, they discuss the importance of understanding customer problems and structured methodologies in successful product development. Hear about their innovative journey in enhancing medical tools and the pivot that transformed a ceramic box cutter. They emphasize adaptability, user needs, and how to avoid common pitfalls, making their expertise essential for product managers and innovators alike.

How Snap-On puts customers at the center of product management Watch on YouTube TLDR In this episode, Ben Brenton, Chief Innovation Officer at Snap-on, joins me to share practical strategies for fostering a sustainable, fearless culture of innovation. Ben reveals how Snap-on transformed a traditional manufacturing mindset into one deeply centered on real customer insight. He details actionable systems that drive continual breakthrough products—not through motivational rhetoric, but through persistent field engagement, cross-functional collaboration, and relentless focus on customer needs. Whether you work in tools, software, or services, this conversation is packed with lessons on making innovation succeed in any industry. Introduction We have all been in a meeting where someone says “we need to be more innovative” but nobody can explain how to actually make that happen. These are organizations where innovation gets relegated to a buzzword in a value statement instead of becoming the driving force behind breakthrough products. This discussion will change that, providing practical insights into how to build and sustain a culture of innovation – not through motivational speeches or innovation theater, but through practical systems, processes, and frameworks that actually work.  My guest is Ben Brenton, Chief Innovation Officer at Snap-on, who for the last 18 years has built what he calls a “culture of fearless innovation” at a company known for making the tools that fix the world. Ben took a traditional manufacturing company and transformed how they approach product development by putting customer insights at the center of everything and creating systems that encourage calculated risk-taking. He’s done this across industries – from consumer goods at Kraft and PepsiCo to industrial tools at Snap-on – supporting that these principles work regardless of your market. You’ll hear practical guidance that separates companies that consistently deliver breakthrough products from those that just hope innovation will somehow happen.  Summary of Concepts Discussed for Product Managers Customer-Centric Innovation:Ben attributes Snap-on’s innovation success to putting the end user at the center of everything. Product managers, engineers, and even software developers regularly get out into the field to truly understand customer needs and pain points. Field Research Over Innovation Theater:The company invests in real-world ethnographic research—visiting customers in their environments rather than relying on surveys or remote interviews, which can result in curated or less honest feedback. Prototyping and Iteration with Customers:Snap-on involves customers throughout the development process, from early concepts to full prototypes, ensuring the team doesn’t drift from the original customer needs as ideas become reality. Cross-Functional Collaboration:Great innovation requires breaking down silos. Ben encourages engineers, marketers, product managers, and even finance and legal to participate in customer visits and debriefs, supporting a diversity of insights and buy-in. Customer Interviews:At Snap-on, product managers, engineers, and employees from all functions interview customers in the field, practicing active listening to catch deep insights. They then must bring those insights together into a business recommendation. Scaling the Culture:Ben discusses the importance of top-level support and slow organizational growth—hiring based on need and early wins, rather than building large teams up front. Storytelling Over Pure Data:To drive decisions, Ben emphasizes crafting compelling stories from real customer interactions, rather than just presenting data. Useful Links Learn more about Snap-on Check out Snap-on’s Makers and Fixers initiative Connect with Ben on LinkedIn Register for the PDMA Ignite Innovation Conference and use code PDMAChad20 for 20% off your registration for the All-Access Pass or the Summit Pass Listen to episode 120: Product development and management at Snap-on – with Ben Brenton, PhD Innovation Quote “The biggest mistakes in innovation are the products you don’t launch, not the ones you launch and fail.” – Ben Brenton “No one ever makes a decision based on data. People only make decisions based on great stories.” – paraphrase of Daniel Kahneman Application Questions What practical steps can your organization take to ensure product teams have regular, direct exposure to real customers? Have you observed innovation theater in your company, and how did it affect results? What would real fieldwork change? How can cross-functional teams be more effectively included in your product discovery and prototyping processes? What are some stories you’ve encountered where listening to customers fundamentally changed your product direction or messaging? How would a “Makers and Fixers” style campaign look in your industry to celebrate and understand your end users? Bio Bennett Brenton joined Snap-on Incorporated as Chief Innovation Officer and Vice President of Innovation in February 2007.  Snap-on is a leading global innovator, manufacturer and marketer of tools, diagnostics and equipment solutions for professional users.  Ben’s role is to drive innovative products, solutions and processes that fundamentally change the markets Snap-on serves and enhance customer perception of its brands. Ben has helped to create, support and institutionalize a culture at Snap-on that embraces creativity, risk, change and fearless innovation.   In early 2009 Ben launched Innovation Works! – a physical center for innovation at Snap-on’s office in Kenosha Wisconsin. Prior to joining Snap-on, Ben spent 4 years in Marketing at PepsiCo, most recently as the Director of Innovation for the Frito-Lay Convenience Foods division.  At PepsiCo he also led innovation as Director of Innovation for Tropicana and prior to that as Director of Innovation for Shelf Stable Beverages.  Before joining PepsiCo, Ben was Marketing Director of New Products at Kraft Foods.  He spent over 14 years at Kraft Foods, starting as a Research Scientist in Biotechnology and working in various roles with increasing responsibility and scope across R&D and Marketing.  Ben has over 20 years of experience focused on new product development, marketing and innovation.  Ben is a recognized expert in innovation and an expert at facilitating ideation sessions and customer interviews.    Ben holds a Bachelors degree in Biology and a Masters degree in Microbial Genetics from the University of Nebraska.  He was awarded a fellowship in Biotechnology from the National Academy of Sciences and received a Ph.D, in Food Science and Nutrition with an emphasis in Molecular Genetics from the University of Massachusetts.  He is an active runner, cyclist and triathlete.   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. Source