Stephan Garcia - Product Development

8/20/2019 Stephan Garcia - Product Development

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Product Development(Product Management overview

Stephan Rodrigues GarciaFounder Institute Curitiba !"#



$oda%&s '

" $he rise o Product Management

'** o %our products are going to ail+ Five reasons or product ailure

, Massive compan%-career costs

# Five Product Management e.cellence strategies



/ne0 $he Rise o Product Mana



Product Management is 1ow Ma

"2+" "23!&s and

"22!&s

!"+


http://slidepdf.com/reader/full/stephan-garcia-product-development 5/39© 2014 280 Group LLC

Fourth M/S$ Important in Co

1. CEO

2. Senior Executives

3. General Manager

4. Product Manager

© 2014 280 Group LLC



Critical For $ime to

Companies that empowerproduct managers are 50%

aster to mar4et6




7.ecutives 8ighl% In9

58% o ProductManagement&s wor4 directl%with C7/; CM/; CF/ and <P

Sales




C7/&s Demand Product Management Report

30% o C7/s have ProductManagement /rgani=ationsreporting directl% to them




Product Management Ran4ed as $

Proctor ? Gamble Re@uires



Proctor ? Gamble Re@uiresMana

The last seven CEOs have

been former product managers




$wo0 Aour Products are Goin



Bhat percentage o produc



'n

5!E to

2#E6Source0 /ver "#



Most Produ

“75% of new product programsfail commercially.”

Source0 Grin; ' and Page; ' * >ournal o Product Innovatio



Most Produ

“80% - 95% of newproductintroductions fail!

Source0 Returning Insight $o $he ConsumerH 1ew Produc



$hree0 Bh% Prod



Failure Point /ne0 Poor De

“Poor denitionwas cited assingle biggestreason products

fail to meetmarket needs.”

Source0 Product DeveloProduct Managementent Kest Practices SurveProduct DeveloProduct Managementent



Failure Point $wo0 Poor Custome

“Seven out of ten product failures casesresulted from poorcustomer input.”

Source0 BorldClass 1ew Product DeveloProduct M

Kenchmar4ing Kest Practices o 'gil



Failure Point $hree0 1o Mar4et Re

“arket researc! wassimply not done in about75% of new productdevelopments.”

Source0 Cooper; R G; Binning at 1ew Products 'ccelerating the Process rom Idea to *aunch !!"



Failure Point Four0 Poor <alue Prop

“"!ree out of ten products fail becauseof a poor value proposition.”

Source0 Greg Stevens; >ames Creativit% L Kusiness Discipline 8igher ProJts Faster rom 1ew Product Develo

$he >ournal o Product Innovation Management "5 N# (Se

il i i i h



Failure Point Five0 <ariet% o /ther

•

Mar4eting• 7.ecution

• Competition

• Strateg%

•

$iming

i i h d



Few Survive Bithout Strong Product Mana

•

+!!! ideas /17 success• " in , developed get to

mar4et

• o + that are launched ail

Source0 Source0 Stevens; G' and Kurl%; >+!!! Raw Ideas " Commercial SuccessH Ma%->une "22:

+!!! Idea

/ne SuccessulProduct

F M i C ? C



Four0 Massive Compan% ? Care

'l t 8 l M S t B



'lmost 8al o Mone% Spent B

“#$% of allresourcesallocated to new products by Srms is spent onfailed products.”

Source0 Stevens; G' and Kurl%; >+!!! Raw Ideas " Commercial SuccessH Ma%->une "22:

8 ' t B



8uge 'mount B

“7&% of product life'cycle costs aredetermined during t!ecrucial product denition

p!ase.”

Source0 Committee on 7ngineering Design $heor% and Method1ational Research Council Improving 7ngineering De




"o w#at are $ou doin to&e certain $our products

will succeed 'assi(el$)

Five Five Strategies or Product Management



Five0 Five Strategies or Product Management

Bhat ma4es an optimi=ed Product Mana



a a es a op ed oduc a a

People

Process

$ools

Strateg% /ne0 'ssess and Se



Strateg% /ne0 'ssess and Se

• Gather data and anal%=e

• Must cover all three areas – People

– Process

– $ools

• Kaseline against industr% standards

• Set goals

Goals are Critical to S



Goals are Critical to S

• 8arvard stud%

• +E o graduates earn "! as much as other 2:E

• $hose +E had clear; written goals

Bhat 're Aour Product Management /rgan



g g

• Do %ou have a plan

• Bhat do %ou want to accomplish

• Bhat are %our metrics

• 8ow will %ou trac4 success

Strateg% $wo0 Create a Multi Ae



Strateg% $wo0 Create a MultiAe

• 1ot a onetime event

• C'1I (Constant and 1ever7nding Improvement)

• "+ %ears to achieve worldclass Product Managem

unction

Strateg% $hree0 /ptimi=e



Strateg% $hree0 /ptimi=e

• Foundation training

• 'dvanced training

• Coaching

/ptimi=ing people0 S4ills to D



• Foundational0 7ntire product

liec%cle – Kusiness cases

– Mar4et-customer needs

– 7arl% customer programs

–

*aunches – Mar4eting

– 7nd o lie

/ptimi=ing people0 S4ills to D

• 'dvanced $opics – Sot S4ills

– *eadership

– Sot S4ills

– Innovation

– 'gile

– *ean

Strateg% Four0 DeJnition Proces



Strateg% Four0 DeJnition; Proces

• Get clarit% ? agreement on roles-responsibilities

• Streamline and upgrade product process

• 'rm Product Managers with good tools

Strateg% Five0 8olistic Change Manag



Strateg% Five0 8olistic Change Manag

• Communication and bu%in o plan

• Clarit% on roles and responsibilities

• 7.ecutive support

• *i4el% to ail without it

• 7ssential or longterm change

Five Strategies or Product Manag



g g7.c

" 'ssess

Multi%ear plan+ /ptimi=e People

, /ptimi=e Process ? $emplates

# 8olistic Change Management

Product P



Product P

• 'gile; *ean; Baterall

• Fle.ible

• Strategic-$actical



$han4 %ou6

Qsoucoder

stephanQopenbra=ilorg

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Stephan Garcia - Product Development