Your Role

Innovate or die has become a mantra in industry after industry. Successful innovation is now central to any company’s survival. Product development and research now play an increasingly strategic role. That means using research to grow the top line by consistently bringing the right products to the right markets at the right time. But it also means contributing to the bottom line by maximizing return on your R&D investments.

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Your success is synonymous with the success of your products. Yet you need to make sure your innovation and product development processes remain consistent from strategy through to execution. The secret to building great products is to tightly link your product strategy to execution and then dynamically adapt both to ongoing change.

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As a product manager, you’re probably working harder than ever. But are you sure you’re making the most of your time, generating crucial market insights, and making well-informed product decisions? Product managers in most companies today struggle with an overwhelming list of conflicting priorities and almost no time to innovate. They spend their time organizing and managing data – but nowhere near enough being close to their customers.

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Developers and engineering team leaders today face a conundrum: they’re expected to execute flawlessly, but without a full understanding why they’re building what they’re building. Is the feature they’re working on what their customers actually want? Or will it have to be reworked at the last minute? Development teams are in constant fear of missing product release dates, or of delivering products with low quality, or with missing functionalities. So how do you manage cross-product dependencies that can affect your release schedule? And how do you handle scope changes and time overruns that result in last-minute product delays? The answer has several parts.

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