SVPMA-05-2003-Leadership_In_Product_Management-Ivan-Chong (1).ppt

7/30/2019 SVPMA-05-2003-Leadership_In_Product_Management-Ivan-Chong (1).ppt

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Leadership in

Product Management

Ivan Chong

SVPMAMay 7, 2003


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Informatica Corporate Overview

Corporate Founded (1993); Nasdaq: INFA (1999)

Over 800 employees worldwide

Financials 2000: $154 million revenue; 147% growth

2001: $197 million revenue; 28% (YoY) growth

2002: $195 million revenue; Flat in a down economy

Partners Over 300 sales, marketing and implementation partners

Including: i2, IBM, JDE, PeopleSoft, Siebel, SAP, WebM

Products

Industry-leading solutions for deploying businessanalytics across the extended enterprise:

- Data integration - Data Warehouses- Business Intelligence - Analytic Applications

Customers Over 1700 companies worldwide

79 of the Fortune 100 and 80%+ of Dow Jones


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What does it take to be a GreatProduct Manager?

Winning in the Marketplace?

Writing great MRDs, Functional Specs, or

Product Availability Matrices?

Infinite bandwidth?

Giving great demos?

Running flawless beta programs?


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Good is the Enemy of Great

Customer Visits/Meetings

Partner Visits/Meetings

Beta Programs

Product Requirements Documents (PRDs)

Strategic Competitive Analysis

Benchmarks

Concepts Documents

Demos Features and Benefits Documents

Platform Availability Matrices (PAMs)

Product Presentations (PowerPoint)

Roadmaps

Technical Briefs

Release Management

Training

Industry or Partner Conferences Usability Requirements Documents

Functional/Design Reviews

Product Marketing Coordination

Support Coordination


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Ideas/Business

Theory

Values

E

EmotionalEnergy/Edge

3

C 2000 by Noel Tichy The University of MichiganTeachable Point of View and The Leadership Engine are registered trademarks of Tichy Cohen Associates

A Teachable Point Of View

Product Management TPOV


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Ideas, a Product Managers political capital

Be the expert on

the Cus tomerBe the expert on

the Produc t

Be the expert on

the Market

Be the expert on

the Eng ineering

Team


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Be the Expert on the Customer

Study the Research Reports

Identify Customer Pain Pointsdo not merely relay requests

Understand the Customer Mindset

What drives their decisions?

What other choices do they have?

Communicate Customer Anecdotes


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IT Headlines (from searchCIO.com)

Tips for Legacy System Integration

Going offshore is the IT thing to do

New Code Red Variant is even more dangerous

When CIOs and CEOs disagree

The real-time enterprise needs a fast network

Whos responsible for security problems? thats right, you are

Forrester: CIOs should beware the penguin stampede

Study gives IT in UK an F

IT drives productivity growth

ERP consolidation efforts may cost more than you think

Study: BI not being used intelligently


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Be the Expert on the Product

Install Your Product

Use Your Product

Demo Your Product

Adopt New Releases of Your Product ASAP


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Be the Expert on the Market

Know your competitors

Know your partners

Know about other products that touch yourproduct

Know about other products your customers use


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Be the Expert on the Engineering Team

Stay on top of reality in the project

Rely on multiple sources of information: QA, ProjectManager, Architects, Coders

Understand the Engineering mindset How are decisions really made?

How much detail is needed to gain traction?


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Ideas/Business

Theory

Values

E


3





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Operational Values

Definition

Criteria under which decisions are prioritized

Should encourage behavior successful to the business

Prioritization

Must be able to make tough calls and be decisive ontradeoffs

Alignment of Values Critical for Gaining Traction


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Foundational Values

Traits of an Exceptional Leader-based loosely on Good to Great, Collins Copyright 2001

Passionately dedicated to the success of the product

Exceptional Work Ethic Quick to deflect credit when things go well

Quick to take responsibility when things go poorly

Display compelling modesty, are self-effacing/understated

Can you inspire those that you lead?


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Ideas/Business

Theory

Values

E


3




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Emotional Energy and Edge

Goal: Motivate Cross Functional Team Members

Enthusiasm and Work Ethic

Vision Case for Change

Vivid picture of how much better things can be

Realistic roadmap for how to get there

Edge: Ability to make tough Yes/No Decisions


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2 Teachable Points of View

1) Your Product

2) Your Responsibilities

i.e., Define your role as Product Manager, orelse someone else will.


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Example: Information Supply Chain

ProductStrategy

ProductManagement

Engineering

aProduct

Marketing

aCorp/BrandMarketing

Sales

ProfessionalServices

SalesSupport

TechnicalSupport


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Example: Information Supply Chain

Work Proactively

Streamline WorkEfforts

Educate CrossFunctional Team onBreadth of

Responsibilities


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The Leadership Imperative

Not so GreatProduct Manager

GreatProduct Manager

Information Incomplete view

on the situation

Information

comes to you

Decisions Left out of theloop

Decisions requireyour input

Team Interaction Relegated togopher

Doers come to

you

Ideas/Business

TheoryValues

E

Emotional

Energy/Edge

3


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