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There are 4 item(s) tagged with the keyword "transparency".
There is a simple reason why we must change the way we innovate: Survival.
The Great Recession has spawned competition from some unexpected places. Countries that were never considered as sources of innovation are now uncovering new markets and creating solutions to real business problems. Technology is not only making the world flatter, it is making it smaller and more responsive.
Business downturns are happening more frequently and causing more disruption, including jobless recoveries. With this compression of the business cycle comes shorter product lifecycles and the imperative to make the entire product planning and development process more agile.
Finally, the silo approach to innovation that is so prevalent today is not conducive to making customer-oriented products. Companies need to make transparency and open communication their number one focus, both internally and externally.
Only when data are shared, decision criteria are understood, and finger pointing is eliminated can companies build products that customers truly need and build them quickly.
This post was originally titled Finding a New Way with Your Product Roadmap, but that seemed a tad mundane when you're trying to imply that the importance of Innovation and Transparency goes beyond Requirements Management.
A talent for bluffing and obfuscation comes in handy when playing poker. If you're good at it, you can amass a hefty personal fortune.
Now imagine a poker table with marketing, engineering, finance and the Blue Sky team each sitting around trying to outwit one another.
Regrettably, too many companies behave this way when it comes to product innovation and development. Individuals and departments try to win executive favor, budget dollars and personal power at the expense of customer value and company success.
In that kind of environment, product team members will make unilateral decisions... ignore agreed-to decisions... compete against each other... and blame each other. They'll hold their cards close to the vest by maintaining program data in spreadsheets and static documents, declaring them unavailable to others on the product team. Innovation expert Paul Sloane has blogged that this kind of internal politics "can reach the ridiculous stage where the enemy is seen as another department inside rather than the competitors outside."
This situation leads us to the second ingredient in this series of posts on transforming the innovation process: Replace the many truths with a single, shared truth.