product management: the innovation glue for the lean enterprise
TRANSCRIPT
BW1Session6/8/1611:30AM
ProductManagement:TheInnovationGluefortheLeanEnterprise
Presentedby:
GeorgeSchlitz
Autodesk
Broughttoyouby:
350CorporateWay,Suite400,OrangePark,FL32073888---268---8770··[email protected]://www.techwell.com/
GeorgeSchlitzAutodeskMimiHoangistheSeniorDirector,EmergingProductsatAutodeskwheresheoverseesglobaldevelopmentandproductmanagementofproductscoveringthearchitecture,manufacturing,andconstructionindustries.Withmorethantwentyyearsofexperienceinsoftware,technology,andproduct,MimihasheldseniormanagementpositionsatSymantec,JPMorgan,Ernst&Young,andMBNAAmerica.Shehasworkedatbothstartupsandlargecorporations,bringingnewproductstomarketandgrowingmatureproductsintheconsumer,SMB,andenterprisesegments.
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Image courtesy of Paulin. Image created in Autodesk ® Opticore™
Product Management: The Innovation Glue for the Lean Enterprise Mimi Hoang Sr. Director, Emerging Products Autodesk
George Schlitz Founder, Transformation Coach ObjectiveChange
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“When can I get it?”
Some common innovation killers
“We already tried and it didn’t work.” “What’s the ROI?”
“It’s too risky.” “We don’t have time.”
Success metrics don’t encourage different thinking 2 Measures successful execution of the
already defined business model. What does this mean for PM role?
Proven, successful business model in place 1
Complexity of many things to juggle & trade-off 3 Constant challenges around
prioritization across many different people/orgs.
Enterprise: Optimizing business model
Already found the model that generates revenue; no need to rock the boat.
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How to avoid being just another “me too” product 2
With information readily available to everyone and technology making it cheaper & easier to get started, how are you unique?
Trying to figure out the successful business model 1
Limited runway & time to prove viability 3 Figuring out a differentiated solution with
tangible numbers to continue to get funding.
Startup: Discovering the business model
Testing out the right product market fit for the right set of customers.
Leverage the strength and experience of the enterprise while embracing the mindset and fitness of the startup Big Company • Access to huge customer base • Bigger budgets • Brand recognition & trust
Start Up • Ability to be fast, agile & lean • Less process & bureaucracy in the way • Sense of urgency & importance tied directly to bottom line
What is the lean enterprise opportunity?
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From Output to Outcome: Mindset Shift
From:
● Features
● Reactive customer feedback
● Release cycles
● Opinions
● Data
To:
● Pain points
● Proactive customer observations
● Quick feedback loops
● Validation
● Insights
Disruption targets…is your company at risk? Niche Leaders
Dead Disruptions Happen Here
Cus
tom
er
Satis
fact
ion
Retention
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Product Manager - Facilitator of Learning & Innovation
Orienting Success at all Levels
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Is your org set up to enable innovation?
Roads purposes have changed as innovations occurred. So did the rules of the road, where they go, and much more.
Levers of innovation
Disrupt is opportunistic by displacing existing market, industry or technology & produces something new & worthwhile – no rules
Sustain is important core work necessary to delight and keep current customers coming back to a successful product & funds innovation
Revivify is the opportunity to find new, efficient, easier, innovative ways to solve existing customer problems & use cases
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Lean Mini Pilots
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Startups in Residence program The STIR program provides a workspace at no cost to selected Boston-area startups. Bringing innovative startups in-house allows Autodesk employees to engage with entrepreneurs who are thinking about technology and business in news ways.
Zoe working on PowerHydrant Lucas working on Save Energy
STIR has created a vibrant and supportive community of local innovative startups that share similar interests
in technology, software, and innovation
-- Kevin Leary, CEO PowerHydrant
“
Some insights.. No silver bullet!
• Top down action & support essential to change rules • Mindset & values
• Being intentional & outcome driven • Fail quickly culture
• Hire for values you want and look for intrapreneurs • Continuous, incremental improvements • Patience! • Invest in learning
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Use the most appropriate aspects of different
approaches without losing the “so what”
Challenge: What can YOU do tomorrow?
Test your company: • How many failures have you had? • What types of investment in product learning
do you have? • Did you introduce lean/agile/other innovation
practice? So what? • Have you made any product pivots? • How are you measuring success? How do
your leaders talk about success? • Do you meet with customers for discovery?
How frequently? • Disruption: Are you a target? • What 1 thing will you commit to change?
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5 Ways to Kill Your Innovation Initiative
Books • The Innovator's Method: Bringing the Lean Start-up into Your Organization by
Nathan Furr and Jeff Dyer • The Lean Startup by Eric Ries
Events/Workshops • Berkeley Innovation Forum (http://corporateinnovation.berkeley.edu/) • LUMA Institute (http://www.luma-institute.com) • The Lean Startup Conference (http://2015.leanstartup.co/) • Lean Startup Machine (https://www.leanstartupmachine.com/)
Assessments • Failure worksheet – (http://theotherfwordbook.com) • iPad app - Innovation Management Framework by SAP
Innovation Resources and Tools
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