Warum viele Produkt Management 
Organisationen nicht die erwartete 
Schlagkraft haben 
Oliver Nachtrab, 
CEO proProduktman...
Über mich 
 CEO proProduktmanagement 
 Coach für Start-Ups, SMB, internationale 
Konzerne 
 17 Jahre im Management 
 B...
Agenda 
1. Was erwartet das Management vom 
Produktmanager? 
2. Wie erhöhst DU das Ansehen der PM 
Abteilung im eigenen Un...
Was erwartet das Management vom 
Produktmanager 
 Spreche die Sprache des Managements und 
verstehe deren Ziele
Was erwartet das Management vom 
Produktmanager 
 Spreche die Sprache des Managements und 
verstehe deren Ziele 
„… wie l...
Was erwartet das Management vom 
Produktmanager 
 Spreche die Sprache des Managements und 
verstehe deren Ziele … coole n...
Was erwartet das Management vom 
Produktmanager 
 Spreche die Sprache des Managements und 
verstehe deren Ziele 
Über was...
Was erwartet das Management vom 
Produktmanager 
 Verstehe Dein Geschäft und das Deiner Firma 
 Finanzzahlen und andere ...
Was erwartet das Management vom 
Produktmanager 
 Verlässliche, nachhaltige und faktenbasierte 
Entscheidungsvorlagen, di...
Was erwartet das Management vom 
Produktmanager 
 Verlässliche, nachhaltige und faktenbasierte 
Entscheidungsvorlagen, di...
Was erwartet das Management vom 
Produktmanager 
 Verlässliche, nachhaltige und faktenbasierte 
Entscheidungsvorlagen, di...
Was erwartet das Management vom 
Produktmanager 
 Verlässliche, nachhaltige und faktenbasierte 
Entscheidungsvorlagen, di...
Wie erhöhst DU das Ansehen der PM 
Abteilung im eigenen Unternehmen 
 Sei ein besserer Marktexperte, als der 
Vertrieb! 
...
Wie erhöhst DU das Ansehen… 
Wo startest Du? 
 Verstehe die firmeninternen Finanzkennzahlen und 
definiere die strategisc...
Wie erhöhst DU das Ansehen… 
Wo startest Du? 
 Verstehe die firmeninternen Finanzkennzahlen und 
definiere die strategisc...
Wie erhöhst DU das Ansehen… 
Wo startest Du? 
 Verstehe die firmeninternen Finanzkennzahlen und 
definiere die strategisc...
Wie erhöhst DU das Ansehen… 
Wo startest Du? 
 Verstehe die firmeninternen Finanzkennzahlen und 
definiere die strategisc...
Wie erhöhst DU das Ansehen der PM 
Abteilung im eigenen Unternehmen
Wie erhöhst DU das Ansehen der PM 
Abteilung im eigenen Unternehmen 
 Sei ein Leader 
 Nicht nur Manager, oder bloß Verw...
Wie erhöhst DU das Ansehen der PM 
Abteilung im eigenen Unternehmen 
 Sei ein Leader 
Produkt Deines Produktes 
Produkt „...
Wie erhöhst DU das Ansehen der PM 
Abteilung im eigenen Unternehmen 
Produkt Deines Produktes 
Produkt „Produkt ” 
photo b...
Wie erhöhst DU das Ansehen der PM 
Abteilung im eigenen Unternehmen 
Produkt Deines Produktes 
Produkt „Produkt ” 
“Manage...
Wie erhöhst DU das Ansehen der PM 
Abteilung im eigenen Unternehmen 
 Sei ein Produkt 
Leader Deines Produktes 
 Nicht n...
Erledige besser wenige, aber wichtige Aufgaben 
gut, anstatt vieler, unterschiedlicher schlecht 
STRATEGY, INNOVATION, BUS...
Erledige besser wenige, aber wichtige Aufgaben 
gut, anstatt vieler, unterschiedlicher schlecht 
STRATEGY, INNOVATION, BUS...
Erledige besser wenige, aber wichtige Aufgaben 
gut, anstatt vieler, unterschiedlicher schlecht 
STRATEGY, INNOVATION, BUS...
Erledige besser wenige, aber wichtige Aufgaben 
gut, anstatt vieler, unterschiedlicher schlecht 
STRATEGY, INNOVATION, BUS...
Erledige besser wenige, aber wichtige Aufgaben 
gut, anstatt vieler, unterschiedlicher schlecht 
STRATEGY, INNOVATION, BUS...
Erledige besser wenige, aber wichtige Aufgaben 
gut, anstatt vieler, unterschiedlicher schlecht 
STRATEGY, INNOVATION, BUS...
Key Learning Points 
 Verstehe Dein Geschäft und das Deiner Firma 
 Spreche die Sprache des Managements und verstehe 
de...
Kontaktiere Oli @ 
 www.pro-produktmanagement.de 
 Oliver.Nachtrab@pro-produktmanagement.de 
 +49 8124 523 743 
 +49 1...
Nächste SlideShare
Wird geladen in …5
×

Warum viele Produkt Management Organisationen nicht die erwartete Schlagkraft haben

8.065 Aufrufe

Veröffentlicht am

Warum viele Produkt Management Organisationen nicht die erwartete Schlagkraft haben.
Werden Produktmanager überhaupt vom Management verstanden? Spricht Produktmanagement die Sprache des Management?
Sind Produktmanager Leader oder Verwalter des Produktes?
Liefert Produktmanagement echte Fakten vom Markt? Kann sich das Management auf die Daten vom Produktmanagement verlassen?

Veröffentlicht in: Leadership & Management
0 Kommentare
2 Gefällt mir
Statistik
Notizen
  • Als Erste(r) kommentieren

Keine Downloads
Aufrufe
Aufrufe insgesamt
8.065
Auf SlideShare
0
Aus Einbettungen
0
Anzahl an Einbettungen
5.992
Aktionen
Geteilt
0
Downloads
41
Kommentare
0
Gefällt mir
2
Einbettungen 0
Keine Einbettungen

Keine Notizen für die Folie
  • Slide 4 - Storyline: CEO Elevator Pitch
    Imagine the situation in the elevator with your CEO – 15 floor building, you exit 8th floor
    Elevator Pitch for Customers – Why does PM not have it internally?
    5 (internal) Personas exist in each company: CEO, Sales and/or Marketing Director, Development Director, Account Manager, Developer
    Create your positioning for internal buying personas – adapt to current situation – and use their language and terminology expected!
    Avoid situations like this –CEO is happy to be on his own for next 7 floors and thinks about restructuring PM (again)

    Detailed Notes:
    Storyline: you are working in a company within a 15 floor building. One morning you and your CEO are meeting in front of the elevator, entering it – you exit at 8th floor, your CEO 15th floor. Your CEO does not remember your name and what you are exactly responsible for, thus he knows you are working in Product management. CEO asks you … - you answer – you exit the elevator in 8th floor.

    Everybody in Sales and Business Development is taught to have the appropriate elevator pitch for customers. In addition you do not want to be caught by any top level manager, who asks you, „how is business“ not having your sales quota in mind, your current (and past quarters) achievements – and in case you have not met the goal, how you will manage to close that gap.
    Having made the experience once not having the data for my 35 employee sales team in my mind when a senior EMEA Manager asked me…- taught me – „this will never happen to me again…“

    Why is Product Management not prepared like this?
    You really think CEO or Top Management is interested in the latest greatest detailed feature of your product?
    Believe me – they are not! At least not, if you have 20-30 seconds with the CEO!
    Use the methodology, you are hopefully using for your products: „who is your internal target audience“, who is the buying persona (you need to convince to invest or you need to motivate to support you?)

    No matter which size your company has, there are at least 5 Personas:
    CEO (and CFO – Top Management)
    Sales Director and or Marketing Director
    Development Director
    Account Manager
    Developer
    Your direct boss, e.g. head of PM or Unit lead

    Each of them looks at the product from a different view
    CEO (and CFO – Top Management) - Performance, growth, strategic impact
    Sales Director and or Marketing Director – how can „I“ make more money, easier achieve my team goals/quota, is his product helping me – my account managers are complaining they don‘t get the product, the customers want to buy?
    Development Director – is my development team involved good enough, is the planning appropriate, does PM have a strategy, they just change priorities every second day,…
    Account Manager – how can he sell more, make more money, how can he serve his customers better
    Developer – how does management and customers see my work, what is next, how are we solving time constraints, ….

    Do you have a good understanding of your internal buying personas?
    NO? Start to think about and make sure
    Learn to You use the same terminology – analogy to buying personas in your sales process. Know, how they decide, what their challenges are to get a proper positioning in place.
    Understand their goals – ideally their personal goals, at least team goals and what exactly their priority is!
    Prepare an elevator pitch to each of the internal buyers and make sure, you hit the point: get their excitement by showing them, „you understand their priorities and you help them, reaching those“  this might get you in a position they want to know more about it…

    Not like him – in this picture, who is probably happy to be on his own for the next 7 floors thinking about an optimized structure and the view „PM has no clue“

  • Slide 4 - Storyline: CEO Elevator Pitch
    Imagine the situation in the elevator with your CEO – 15 floor building, you exit 8th floor
    Elevator Pitch for Customers – Why does PM not have it internally?
    5 (internal) Personas exist in each company: CEO, Sales and/or Marketing Director, Development Director, Account Manager, Developer
    Create your positioning for internal buying personas – adapt to current situation – and use their language and terminology expected!
    Avoid situations like this –CEO is happy to be on his own for next 7 floors and thinks about restructuring PM (again)

    Detailed Notes:
    Storyline: you are working in a company within a 15 floor building. One morning you and your CEO are meeting in front of the elevator, entering it – you exit at 8th floor, your CEO 15th floor. Your CEO does not remember your name and what you are exactly responsible for, thus he knows you are working in Product management. CEO asks you … - you answer – you exit the elevator in 8th floor.

    Everybody in Sales and Business Development is taught to have the appropriate elevator pitch for customers. In addition you do not want to be caught by any top level manager, who asks you, „how is business“ not having your sales quota in mind, your current (and past quarters) achievements – and in case you have not met the goal, how you will manage to close that gap.
    Having made the experience once not having the data for my 35 employee sales team in my mind when a senior EMEA Manager asked me…- taught me – „this will never happen to me again…“

    Why is Product Management not prepared like this?
    You really think CEO or Top Management is interested in the latest greatest detailed feature of your product?
    Believe me – they are not! At least not, if you have 20-30 seconds with the CEO!
    Use the methodology, you are hopefully using for your products: „who is your internal target audience“, who is the buying persona (you need to convince to invest or you need to motivate to support you?)

    No matter which size your company has, there are at least 5 Personas:
    CEO (and CFO – Top Management)
    Sales Director and or Marketing Director
    Development Director
    Account Manager
    Developer
    Your direct boss, e.g. head of PM or Unit lead

    Each of them looks at the product from a different view
    CEO (and CFO – Top Management) - Performance, growth, strategic impact
    Sales Director and or Marketing Director – how can „I“ make more money, easier achieve my team goals/quota, is his product helping me – my account managers are complaining they don‘t get the product, the customers want to buy?
    Development Director – is my development team involved good enough, is the planning appropriate, does PM have a strategy, they just change priorities every second day,…
    Account Manager – how can he sell more, make more money, how can he serve his customers better
    Developer – how does management and customers see my work, what is next, how are we solving time constraints, ….

    Do you have a good understanding of your internal buying personas?
    NO? Start to think about and make sure
    Learn to You use the same terminology – analogy to buying personas in your sales process. Know, how they decide, what their challenges are to get a proper positioning in place.
    Understand their goals – ideally their personal goals, at least team goals and what exactly their priority is!
    Prepare an elevator pitch to each of the internal buyers and make sure, you hit the point: get their excitement by showing them, „you understand their priorities and you help them, reaching those“  this might get you in a position they want to know more about it…

    Not like him – in this picture, who is probably happy to be on his own for the next 7 floors thinking about an optimized structure and the view „PM has no clue“

  • Slide 4 - Storyline: CEO Elevator Pitch
    Imagine the situation in the elevator with your CEO – 15 floor building, you exit 8th floor
    Elevator Pitch for Customers – Why does PM not have it internally?
    5 (internal) Personas exist in each company: CEO, Sales and/or Marketing Director, Development Director, Account Manager, Developer
    Create your positioning for internal buying personas – adapt to current situation – and use their language and terminology expected!
    Avoid situations like this –CEO is happy to be on his own for next 7 floors and thinks about restructuring PM (again)

    Detailed Notes:
    Storyline: you are working in a company within a 15 floor building. One morning you and your CEO are meeting in front of the elevator, entering it – you exit at 8th floor, your CEO 15th floor. Your CEO does not remember your name and what you are exactly responsible for, thus he knows you are working in Product management. CEO asks you … - you answer – you exit the elevator in 8th floor.

    Everybody in Sales and Business Development is taught to have the appropriate elevator pitch for customers. In addition you do not want to be caught by any top level manager, who asks you, „how is business“ not having your sales quota in mind, your current (and past quarters) achievements – and in case you have not met the goal, how you will manage to close that gap.
    Having made the experience once not having the data for my 35 employee sales team in my mind when a senior EMEA Manager asked me…- taught me – „this will never happen to me again…“

    Why is Product Management not prepared like this?
    You really think CEO or Top Management is interested in the latest greatest detailed feature of your product?
    Believe me – they are not! At least not, if you have 20-30 seconds with the CEO!
    Use the methodology, you are hopefully using for your products: „who is your internal target audience“, who is the buying persona (you need to convince to invest or you need to motivate to support you?)

    No matter which size your company has, there are at least 5 Personas:
    CEO (and CFO – Top Management)
    Sales Director and or Marketing Director
    Development Director
    Account Manager
    Developer
    Your direct boss, e.g. head of PM or Unit lead

    Each of them looks at the product from a different view
    CEO (and CFO – Top Management) - Performance, growth, strategic impact
    Sales Director and or Marketing Director – how can „I“ make more money, easier achieve my team goals/quota, is his product helping me – my account managers are complaining they don‘t get the product, the customers want to buy?
    Development Director – is my development team involved good enough, is the planning appropriate, does PM have a strategy, they just change priorities every second day,…
    Account Manager – how can he sell more, make more money, how can he serve his customers better
    Developer – how does management and customers see my work, what is next, how are we solving time constraints, ….

    Do you have a good understanding of your internal buying personas?
    NO? Start to think about and make sure
    Learn to You use the same terminology – analogy to buying personas in your sales process. Know, how they decide, what their challenges are to get a proper positioning in place.
    Understand their goals – ideally their personal goals, at least team goals and what exactly their priority is!
    Prepare an elevator pitch to each of the internal buyers and make sure, you hit the point: get their excitement by showing them, „you understand their priorities and you help them, reaching those“  this might get you in a position they want to know more about it…

    Not like him – in this picture, who is probably happy to be on his own for the next 7 floors thinking about an optimized structure and the view „PM has no clue“

  • Slide 4 - Storyline: CEO Elevator Pitch
    Imagine the situation in the elevator with your CEO – 15 floor building, you exit 8th floor
    Elevator Pitch for Customers – Why does PM not have it internally?
    5 (internal) Personas exist in each company: CEO, Sales and/or Marketing Director, Development Director, Account Manager, Developer
    Create your positioning for internal buying personas – adapt to current situation – and use their language and terminology expected!
    Avoid situations like this –CEO is happy to be on his own for next 7 floors and thinks about restructuring PM (again)

    Detailed Notes:
    Storyline: you are working in a company within a 15 floor building. One morning you and your CEO are meeting in front of the elevator, entering it – you exit at 8th floor, your CEO 15th floor. Your CEO does not remember your name and what you are exactly responsible for, thus he knows you are working in Product management. CEO asks you … - you answer – you exit the elevator in 8th floor.

    Everybody in Sales and Business Development is taught to have the appropriate elevator pitch for customers. In addition you do not want to be caught by any top level manager, who asks you, „how is business“ not having your sales quota in mind, your current (and past quarters) achievements – and in case you have not met the goal, how you will manage to close that gap.
    Having made the experience once not having the data for my 35 employee sales team in my mind when a senior EMEA Manager asked me…- taught me – „this will never happen to me again…“

    Why is Product Management not prepared like this?
    You really think CEO or Top Management is interested in the latest greatest detailed feature of your product?
    Believe me – they are not! At least not, if you have 20-30 seconds with the CEO!
    Use the methodology, you are hopefully using for your products: „who is your internal target audience“, who is the buying persona (you need to convince to invest or you need to motivate to support you?)

    No matter which size your company has, there are at least 5 Personas:
    CEO (and CFO – Top Management)
    Sales Director and or Marketing Director
    Development Director
    Account Manager
    Developer
    Your direct boss, e.g. head of PM or Unit lead

    Each of them looks at the product from a different view
    CEO (and CFO – Top Management) - Performance, growth, strategic impact
    Sales Director and or Marketing Director – how can „I“ make more money, easier achieve my team goals/quota, is his product helping me – my account managers are complaining they don‘t get the product, the customers want to buy?
    Development Director – is my development team involved good enough, is the planning appropriate, does PM have a strategy, they just change priorities every second day,…
    Account Manager – how can he sell more, make more money, how can he serve his customers better
    Developer – how does management and customers see my work, what is next, how are we solving time constraints, ….

    Do you have a good understanding of your internal buying personas?
    NO? Start to think about and make sure
    Learn to You use the same terminology – analogy to buying personas in your sales process. Know, how they decide, what their challenges are to get a proper positioning in place.
    Understand their goals – ideally their personal goals, at least team goals and what exactly their priority is!
    Prepare an elevator pitch to each of the internal buyers and make sure, you hit the point: get their excitement by showing them, „you understand their priorities and you help them, reaching those“  this might get you in a position they want to know more about it…

    Not like him – in this picture, who is probably happy to be on his own for the next 7 floors thinking about an optimized structure and the view „PM has no clue“

  • Slide 5 – Verstehe das Geschäft Story Line
    What are PMs KPIs (often unknown and not seen as their responsibility)
    No clue about current business? Even if PO or Technical Product Manager …
    But want to be the final decision maker for product? This DOES NOT WORK!
    Good Examples – too! Reviews with 80% on results and strength 20% on weaknesses
    Proactive: surprise is what annoys the Management
    Understand customer and market: You should be the expert, not top management


    Detailed Notes
    Within my consulting and training work – I regularly ask the question „what are the KPIs, who is collecting all of them and is showing the consolidated view within a QBR or half year meeting?
    Usually NOBODY
    Even worse – often I get the question: Is that Product Managements job? Who's Job should it be, if not PM?
    When I started a new Job or now consultation, I always interview employees, department heads, stakeholders (NOT just managers) to get a good understanding on internal and external views. This works… Nevertheless, I have been shocked several times, when I asked a head of PM to tell me, what the performance of the product currently is. They did not know, had no information and did not take care to get this information… in one case there was even a daily mail to a distribution list. The head of PM was not on this list, although he knew about the existence… Once I asked to get on the list, I got surprising questionmarks from operations: „Wow PM was never interested in this – has that changed…“

    On the other hand – to be fair - that was a very technical oriented PM Unit – they had a massive list of features and requirements to handle – the right ones – I don‘t want to get in that details now.

    The same Head of PMs usually complain, they are not empowered to run their business and to decide, what‘s next for the products strategy… - sometimes, I believe gate processes need to be there….

    But there are great examples, too – of course…
    It is kind of human nature and behavior to learn from the errors made… even in some agile processes I have seen the reviews discussion mainly what need to be improved 80% of the time, 20% what worked well.
    There are good leadership books about „strength based leadership“ – why not focus on what works well first and „deviate“ how that helps to overcome some „weaknesses“ by using the strength of the team…

    Proactive: surprise is what annoys the Management
    (but don't mix this proactive communication up with escalate everything…) – as long as you think, you can deal with the team, manage it
    raise a yellow flag including the plan to mitigate with team and keep mgmt. informed yellow turned into green again. If it seems to become red, be proactive!

    Understand customer and market better
    No way, management, or sales or marketing has a better understanding of the market, than you!
    YOU NEED TO BE the market expert – I am not talking about technical feature or product expert!!!!!!
  • Slide 6 faktenbasierte Entscheidungsvorlagen - Story Line
    How proposals are considered by Management – how much time they take for those
    Are these fact based and market relevant? Are they sustainable?
    Sustainable: Ask participants: Managers, head of, C-Level,… (Group 1), PMs (group2)
    Group 1 Proposals reviewed?
    Group 2: Proposals reviewed?
    How often have you told your boss?
    Who‘s proposal will be considered to be more reliable the next time? What do you think?

    Details
    How to create reliable proposals – more in a minute
    Believe it or not, when I ran a 60 PM unit having also 10 UX and some intl. Product marketing folks, there was a process in place to get proposals signed off. An Approval Board meeting (good), where PMs where able to present their proposals.
    Because 90% of the proposals were missing facts, have been (partially agile!) technical specifications rather than bus. Proposals to make a good decision on.
    I have been bored after 5 lines… like anybody else, too…..so we had to change it
    If you don‘t get the attention at the very beginning, you probably fail. More often you will also discuss details, as you brought them up.
    Sustainable
    1) Who is Head of a PM Team here in the audience??
    2) Who is PM or PMM usually creating business proposals?

    Out of first group?
    Who experienced similar things?
    Once a proposal has been signed of – how many of you take a look into the results after 6/12 months, comparing the proposals with the current situation (AND I AM NOT SAYING a bus prop will be 100% right)
     x %

    2) From second group
    How many of you somehow „compete“ with other PMs or other departments to get the necessary resources? – o.k. more than 50% ??)
    How often have you reviewed you your own proposals? And compared current to your plan? If you hit the plan or have been better, how often did you tell your boss??

    Whose proposals do you think – let them have 1:1 the same positive impact for your company, will the management listen to more carefully? Those, who have been proofed realistic?

    O.k. - > I think you got it…
  • Slide 6 faktenbasierte Entscheidungsvorlagen - Story Line
    How proposals are considered by Management – how much time they take for those
    Are these fact based and market relevant? Are they sustainable?
    Sustainable: Ask participants: Managers, head of, C-Level,… (Group 1), PMs (group2)
    Group 1 Proposals reviewed?
    Group 2: Proposals reviewed?
    How often have you told your boss?
    Who‘s proposal will be considered to be more reliable the next time? What do you think?

    Details
    How to create reliable proposals – more in a minute
    Believe it or not, when I ran a 60 PM unit having also 10 UX and some intl. Product marketing folks, there was a process in place to get proposals signed off. An Approval Board meeting (good), where PMs where able to present their proposals.
    Because 90% of the proposals were missing facts, have been (partially agile!) technical specifications rather than bus. Proposals to make a good decision on.
    I have been bored after 5 lines… like anybody else, too…..so we had to change it
    If you don‘t get the attention at the very beginning, you probably fail. More often you will also discuss details, as you brought them up.
    Sustainable
    1) Who is Head of a PM Team here in the audience??
    2) Who is PM or PMM usually creating business proposals?

    Out of first group?
    Who experienced similar things?
    Once a proposal has been signed of – how many of you take a look into the results after 6/12 months, comparing the proposals with the current situation (AND I AM NOT SAYING a bus prop will be 100% right)
     x %

    2) From second group
    How many of you somehow „compete“ with other PMs or other departments to get the necessary resources? – o.k. more than 50% ??)
    How often have you reviewed you your own proposals? And compared current to your plan? If you hit the plan or have been better, how often did you tell your boss??

    Whose proposals do you think – let them have 1:1 the same positive impact for your company, will the management listen to more carefully? Those, who have been proofed realistic?

    O.k. - > I think you got it…
  • Slide 6 faktenbasierte Entscheidungsvorlagen - Story Line
    How proposals are considered by Management – how much time they take for those
    Are these fact based and market relevant? Are they sustainable?
    Sustainable: Ask participants: Managers, head of, C-Level,… (Group 1), PMs (group2)
    Group 1 Proposals reviewed?
    Group 2: Proposals reviewed?
    How often have you told your boss?
    Who‘s proposal will be considered to be more reliable the next time? What do you think?

    Details
    How to create reliable proposals – more in a minute
    Believe it or not, when I ran a 60 PM unit having also 10 UX and some intl. Product marketing folks, there was a process in place to get proposals signed off. An Approval Board meeting (good), where PMs where able to present their proposals.
    Because 90% of the proposals were missing facts, have been (partially agile!) technical specifications rather than bus. Proposals to make a good decision on.
    I have been bored after 5 lines… like anybody else, too…..so we had to change it
    If you don‘t get the attention at the very beginning, you probably fail. More often you will also discuss details, as you brought them up.
    Sustainable
    1) Who is Head of a PM Team here in the audience??
    2) Who is PM or PMM usually creating business proposals?

    Out of first group?
    Who experienced similar things?
    Once a proposal has been signed of – how many of you take a look into the results after 6/12 months, comparing the proposals with the current situation (AND I AM NOT SAYING a bus prop will be 100% right)
     x %

    2) From second group
    How many of you somehow „compete“ with other PMs or other departments to get the necessary resources? – o.k. more than 50% ??)
    How often have you reviewed you your own proposals? And compared current to your plan? If you hit the plan or have been better, how often did you tell your boss??

    Whose proposals do you think – let them have 1:1 the same positive impact for your company, will the management listen to more carefully? Those, who have been proofed realistic?

    O.k. - > I think you got it…
  • Slide 6 faktenbasierte Entscheidungsvorlagen - Story Line
    How proposals are considered by Management – how much time they take for those
    Are these fact based and market relevant? Are they sustainable?
    Sustainable: Ask participants: Managers, head of, C-Level,… (Group 1), PMs (group2)
    Group 1 Proposals reviewed?
    Group 2: Proposals reviewed?
    How often have you told your boss?
    Who‘s proposal will be considered to be more reliable the next time? What do you think?

    Details
    How to create reliable proposals – more in a minute
    Believe it or not, when I ran a 60 PM unit having also 10 UX and some intl. Product marketing folks, there was a process in place to get proposals signed off. An Approval Board meeting (good), where PMs where able to present their proposals.
    Because 90% of the proposals were missing facts, have been (partially agile!) technical specifications rather than bus. Proposals to make a good decision on.
    I have been bored after 5 lines… like anybody else, too…..so we had to change it
    If you don‘t get the attention at the very beginning, you probably fail. More often you will also discuss details, as you brought them up.
    Sustainable
    1) Who is Head of a PM Team here in the audience??
    2) Who is PM or PMM usually creating business proposals?

    Out of first group?
    Who experienced similar things?
    Once a proposal has been signed of – how many of you take a look into the results after 6/12 months, comparing the proposals with the current situation (AND I AM NOT SAYING a bus prop will be 100% right)
     x %

    2) From second group
    How many of you somehow „compete“ with other PMs or other departments to get the necessary resources? – o.k. more than 50% ??)
    How often have you reviewed you your own proposals? And compared current to your plan? If you hit the plan or have been better, how often did you tell your boss??

    Whose proposals do you think – let them have 1:1 the same positive impact for your company, will the management listen to more carefully? Those, who have been proofed realistic?

    O.k. - > I think you got it…
  • Slide 7 – Ansehen erhöhen – Raus aus dem Büro - Story Line
    Sales talks to near term revenue customers and prospects
    YOU SHOULD talk to people covering the mid and long term „revenue“
    Sales must not be in a position, telling you, you don‘t know what is going on out there in the field.

    Details

    Sales is talking to prospects and customers and focuses on current and near term revenue.
    You should talk to lost customers, too, to understand the buying behavior, the reasons for deciding to use the competition or to not buy at all.
    You should interview potential customers, no one is engaged with to understand the needs, decision process, the way how decisions are made and if there are more pressuring problems, the customer needs to solve, before investing into solutions like yours.
    Sales: Many Product Managers are not able to discuss on the same level with sales, as they seldomly talk to customers and prospects – THAT HAS TO CHANGE – Sales must not be able to tell you „you don‘t know, what our customers really want“
    Marketing: get them good relevant market problems, you have solved to be successful with messaging and marketing programs
    Development: Explain them the market problems, don‘t tell them „just do it“ – explain the problems (stories) not just the feature request without any surrounding information
    NEXT SLIDE
  • Slide 8 – Finanzzahlen verstehen – Story Line
    Talk to financial lead to understand the key company KPIs (used internally and externally)
    Animated product profitability: Each Workflow or Framework somewhere has the Task to check and analyze product profitability
    Understand the market – talk to customers, „wins“ first, evaluators, potential customers AND customers, you lost projects
    Use the insights won for future planning – do it regularly

    Details

    Talk to financial Lead of your company, have him explain the balance sheet, how to interpret the numbers, which impact
    What is defined as margin, gross margin, EBIT margin, … - what is taken as „comparison“ for products.
    Understand language and terminology
    Which numbers are being looked at in detail, what is C-Level, board, etc. looking at most and why


    Where to start, so many operational tasks to do, there is no time to talk to the customers

  • Slide 8 – Finanzzahlen verstehen – Story Line
    Talk to financial lead to understand the key company KPIs (used internally and externally)
    Animated product profitability: Each Workflow or Framework somewhere has the Task to check and analyze product profitability
    Understand the market – talk to customers, „wins“ first, evaluators, potential customers AND customers, you lost projects
    Use the insights won for future planning – do it regularly

    Details

    Talk to financial Lead of your company, have him explain the balance sheet, how to interpret the numbers, which impact
    What is defined as margin, gross margin, EBIT margin, … - what is taken as „comparison“ for products.
    Understand language and terminology
    Which numbers are being looked at in detail, what is C-Level, board, etc. looking at most and why


    Where to start, so many operational tasks to do, there is no time to talk to the customers

  • Slide 8 – Finanzzahlen verstehen – Story Line
    Talk to financial lead to understand the key company KPIs (used internally and externally)
    Animated product profitability: Each Workflow or Framework somewhere has the Task to check and analyze product profitability
    Understand the market – talk to customers, „wins“ first, evaluators, potential customers AND customers, you lost projects
    Use the insights won for future planning – do it regularly

    Details

    Talk to financial Lead of your company, have him explain the balance sheet, how to interpret the numbers, which impact
    What is defined as margin, gross margin, EBIT margin, … - what is taken as „comparison“ for products.
    Understand language and terminology
    Which numbers are being looked at in detail, what is C-Level, board, etc. looking at most and why


    Where to start, so many operational tasks to do, there is no time to talk to the customers

  • Slide 8 – Finanzzahlen verstehen – Story Line
    Talk to financial lead to understand the key company KPIs (used internally and externally)
    Animated product profitability: Each Workflow or Framework somewhere has the Task to check and analyze product profitability
    Understand the market – talk to customers, „wins“ first, evaluators, potential customers AND customers, you lost projects
    Use the insights won for future planning – do it regularly

    Details

    Talk to financial Lead of your company, have him explain the balance sheet, how to interpret the numbers, which impact
    What is defined as margin, gross margin, EBIT margin, … - what is taken as „comparison“ for products.
    Understand language and terminology
    Which numbers are being looked at in detail, what is C-Level, board, etc. looking at most and why


    Where to start, so many operational tasks to do, there is no time to talk to the customers

  • Slide 9 – Become a leader - Story Line
    Become al Leader – a Product Leader
    Animated: Vision – road to success – motivation: step by step where to go next, or show where we end up and how exciting the journey will be..
    R. Covey statement -> Do you spend most of your time to increase efficiency in operations and daily operations „to climb ladder up?“ – or are you the one making sure the ladder is on the right side of the wall?
    Get rid of „Cover my Ass“ mentality
    Take responsibility and praise virtual team members for success, even if it was your strategy
    Back teams up
    Avoid escalation: Job descriptions contains „manager“
    Involve teams, share , motivate => execution will me much easier + you will be seen as the expert & LEADER
    Define roles not just during a launch – don‘t wait for others doing so, if not existing! (this is what Managers do ;-) )


    Details
    Become a Leader,
    become a Product Leader of your product
    You need administration this is as important as other jobs, BUT if you want to be the Product Manager, you need to become the Leader, teams want to follow…
    Take them on the journey…

    Vielen Dank für Ihre Anfrage! Ihre Bearbeitungsnummer lautet: SP-DE-20000001147

    Consider the following:
    You are Product Manager, and you think you have your plan. So you explain the developer exactly the next step, what to do!
    Like the Co-Driver in the car, who explains his good friend where to go next…. As the driver knows the co-driver well, he started the journey with him…. He does not know where to go …
    How do you feel driving for hours without knowing where you are going. … somehow uncomfortable aren‘t you?

    WHAT IF: your co-driver let you know up front, where to go and what to expect at the end and during the journey?
    Click --- like in the right picture… cool feeling during the drive with a nice and new car – not at the market yet…
    And you will end up at your favorite place, a sea, empty beach …
    Wouldn‘t that increase your motivation???

    That is one of the differences between a manager (telling you how to drive efficiently to get somewhere) and a leader, telling you effectively where to drive

    “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”
     Stephen R. Covey quotes


    And get rid of the „cover my ass“ mentality – in contrary:
    Take responsibility, even if you think it is nor yours. Example: Development got stuck in too many requirements and just forgot one of the most important ones to finish, although discussed and agreed on. Don‘t blame them in front or back of management, take it once your „fault“ because of communication issue and plan that this will not happen again. That development team will back you and your team in future, too!
    Don‘t escalate, where not necessary
    You are carrying the word manager in your title => solve it, at least come up with 2-3 solutions

    Once in a keynote, I said to the audience of Product Managers and Head of Product managers: „Most Product Managers don‘t deserve to use „Manager“ in their title… PMs were shocked, leader nodded… Thus become a real Manager, better a leader!

    Involve teams and do at least a meeting twice a year, maybe quarterly. Collect all relevant KPIs from all teams upfront to share with everybody: Sales, Marketing, Support, Development. High Level Roadmap changes, no feature bla bla – vision and where we are. Use these meetings to align teams make them work together to help solve „process“ issues and processes, which not yet work. #

  • Slide 9 – Become a leader - Story Line
    Become al Leader – a Product Leader
    Animated: Vision – road to success – motivation: step by step where to go next, or show where we end up and how exciting the journey will be..
    R. Covey statement -> Do you spend most of your time to increase efficiency in operations and daily operations „to climb ladder up?“ – or are you the one making sure the ladder is on the right side of the wall?
    Get rid of „Cover my Ass“ mentality
    Take responsibility and praise virtual team members for success, even if it was your strategy
    Back teams up
    Avoid escalation: Job descriptions contains „manager“
    Involve teams, share , motivate => execution will me much easier + you will be seen as the expert & LEADER
    Define roles not just during a launch – don‘t wait for others doing so, if not existing! (this is what Managers do ;-) )


    Details
    Become a Leader,
    become a Product Leader of your product
    You need administration this is as important as other jobs, BUT if you want to be the Product Manager, you need to become the Leader, teams want to follow…
    Take them on the journey…

    Vielen Dank für Ihre Anfrage! Ihre Bearbeitungsnummer lautet: SP-DE-20000001147

    Consider the following:
    You are Product Manager, and you think you have your plan. So you explain the developer exactly the next step, what to do!
    Like the Co-Driver in the car, who explains his good friend where to go next…. As the driver knows the co-driver well, he started the journey with him…. He does not know where to go …
    How do you feel driving for hours without knowing where you are going. … somehow uncomfortable aren‘t you?

    WHAT IF: your co-driver let you know up front, where to go and what to expect at the end and during the journey?
    Click --- like in the right picture… cool feeling during the drive with a nice and new car – not at the market yet…
    And you will end up at your favorite place, a sea, empty beach …
    Wouldn‘t that increase your motivation???

    That is one of the differences between a manager (telling you how to drive efficiently to get somewhere) and a leader, telling you effectively where to drive

    “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”
     Stephen R. Covey quotes


    And get rid of the „cover my ass“ mentality – in contrary:
    Take responsibility, even if you think it is nor yours. Example: Development got stuck in too many requirements and just forgot one of the most important ones to finish, although discussed and agreed on. Don‘t blame them in front or back of management, take it once your „fault“ because of communication issue and plan that this will not happen again. That development team will back you and your team in future, too!
    Don‘t escalate, where not necessary
    You are carrying the word manager in your title => solve it, at least come up with 2-3 solutions

    Once in a keynote, I said to the audience of Product Managers and Head of Product managers: „Most Product Managers don‘t deserve to use „Manager“ in their title… PMs were shocked, leader nodded… Thus become a real Manager, better a leader!

    Involve teams and do at least a meeting twice a year, maybe quarterly. Collect all relevant KPIs from all teams upfront to share with everybody: Sales, Marketing, Support, Development. High Level Roadmap changes, no feature bla bla – vision and where we are. Use these meetings to align teams make them work together to help solve „process“ issues and processes, which not yet work. #

  • Slide 9 – Become a leader - Story Line
    Become al Leader – a Product Leader
    Animated: Vision – road to success – motivation: step by step where to go next, or show where we end up and how exciting the journey will be..
    R. Covey statement -> Do you spend most of your time to increase efficiency in operations and daily operations „to climb ladder up?“ – or are you the one making sure the ladder is on the right side of the wall?
    Get rid of „Cover my Ass“ mentality
    Take responsibility and praise virtual team members for success, even if it was your strategy
    Back teams up
    Avoid escalation: Job descriptions contains „manager“
    Involve teams, share , motivate => execution will me much easier + you will be seen as the expert & LEADER
    Define roles not just during a launch – don‘t wait for others doing so, if not existing! (this is what Managers do ;-) )


    Details
    Become a Leader,
    become a Product Leader of your product
    You need administration this is as important as other jobs, BUT if you want to be the Product Manager, you need to become the Leader, teams want to follow…
    Take them on the journey…

    Vielen Dank für Ihre Anfrage! Ihre Bearbeitungsnummer lautet: SP-DE-20000001147

    Consider the following:
    You are Product Manager, and you think you have your plan. So you explain the developer exactly the next step, what to do!
    Like the Co-Driver in the car, who explains his good friend where to go next…. As the driver knows the co-driver well, he started the journey with him…. He does not know where to go …
    How do you feel driving for hours without knowing where you are going. … somehow uncomfortable aren‘t you?

    WHAT IF: your co-driver let you know up front, where to go and what to expect at the end and during the journey?
    Click --- like in the right picture… cool feeling during the drive with a nice and new car – not at the market yet…
    And you will end up at your favorite place, a sea, empty beach …
    Wouldn‘t that increase your motivation???

    That is one of the differences between a manager (telling you how to drive efficiently to get somewhere) and a leader, telling you effectively where to drive

    “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”
     Stephen R. Covey quotes


    And get rid of the „cover my ass“ mentality – in contrary:
    Take responsibility, even if you think it is nor yours. Example: Development got stuck in too many requirements and just forgot one of the most important ones to finish, although discussed and agreed on. Don‘t blame them in front or back of management, take it once your „fault“ because of communication issue and plan that this will not happen again. That development team will back you and your team in future, too!
    Don‘t escalate, where not necessary
    You are carrying the word manager in your title => solve it, at least come up with 2-3 solutions

    Once in a keynote, I said to the audience of Product Managers and Head of Product managers: „Most Product Managers don‘t deserve to use „Manager“ in their title… PMs were shocked, leader nodded… Thus become a real Manager, better a leader!

    Involve teams and do at least a meeting twice a year, maybe quarterly. Collect all relevant KPIs from all teams upfront to share with everybody: Sales, Marketing, Support, Development. High Level Roadmap changes, no feature bla bla – vision and where we are. Use these meetings to align teams make them work together to help solve „process“ issues and processes, which not yet work. #

  • Slide 9 – Become a leader - Story Line
    Become al Leader – a Product Leader
    Animated: Vision – road to success – motivation: step by step where to go next, or show where we end up and how exciting the journey will be..
    R. Covey statement -> Do you spend most of your time to increase efficiency in operations and daily operations „to climb ladder up?“ – or are you the one making sure the ladder is on the right side of the wall?
    Get rid of „Cover my Ass“ mentality
    Take responsibility and praise virtual team members for success, even if it was your strategy
    Back teams up
    Avoid escalation: Job descriptions contains „manager“
    Involve teams, share , motivate => execution will me much easier + you will be seen as the expert & LEADER
    Define roles not just during a launch – don‘t wait for others doing so, if not existing! (this is what Managers do ;-) )


    Details
    Become a Leader,
    become a Product Leader of your product
    You need administration this is as important as other jobs, BUT if you want to be the Product Manager, you need to become the Leader, teams want to follow…
    Take them on the journey…

    Vielen Dank für Ihre Anfrage! Ihre Bearbeitungsnummer lautet: SP-DE-20000001147

    Consider the following:
    You are Product Manager, and you think you have your plan. So you explain the developer exactly the next step, what to do!
    Like the Co-Driver in the car, who explains his good friend where to go next…. As the driver knows the co-driver well, he started the journey with him…. He does not know where to go …
    How do you feel driving for hours without knowing where you are going. … somehow uncomfortable aren‘t you?

    WHAT IF: your co-driver let you know up front, where to go and what to expect at the end and during the journey?
    Click --- like in the right picture… cool feeling during the drive with a nice and new car – not at the market yet…
    And you will end up at your favorite place, a sea, empty beach …
    Wouldn‘t that increase your motivation???

    That is one of the differences between a manager (telling you how to drive efficiently to get somewhere) and a leader, telling you effectively where to drive

    “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”
     Stephen R. Covey quotes


    And get rid of the „cover my ass“ mentality – in contrary:
    Take responsibility, even if you think it is nor yours. Example: Development got stuck in too many requirements and just forgot one of the most important ones to finish, although discussed and agreed on. Don‘t blame them in front or back of management, take it once your „fault“ because of communication issue and plan that this will not happen again. That development team will back you and your team in future, too!
    Don‘t escalate, where not necessary
    You are carrying the word manager in your title => solve it, at least come up with 2-3 solutions

    Once in a keynote, I said to the audience of Product Managers and Head of Product managers: „Most Product Managers don‘t deserve to use „Manager“ in their title… PMs were shocked, leader nodded… Thus become a real Manager, better a leader!

    Involve teams and do at least a meeting twice a year, maybe quarterly. Collect all relevant KPIs from all teams upfront to share with everybody: Sales, Marketing, Support, Development. High Level Roadmap changes, no feature bla bla – vision and where we are. Use these meetings to align teams make them work together to help solve „process“ issues and processes, which not yet work. #

  • Slide 9 – Become a leader - Story Line
    Become al Leader – a Product Leader
    Animated: Vision – road to success – motivation: step by step where to go next, or show where we end up and how exciting the journey will be..
    R. Covey statement -> Do you spend most of your time to increase efficiency in operations and daily operations „to climb ladder up?“ – or are you the one making sure the ladder is on the right side of the wall?
    Get rid of „Cover my Ass“ mentality
    Take responsibility and praise virtual team members for success, even if it was your strategy
    Back teams up
    Avoid escalation: Job descriptions contains „manager“
    Involve teams, share , motivate => execution will me much easier + you will be seen as the expert & LEADER
    Define roles not just during a launch – don‘t wait for others doing so, if not existing! (this is what Managers do ;-) )


    Details
    Become a Leader,
    become a Product Leader of your product
    You need administration this is as important as other jobs, BUT if you want to be the Product Manager, you need to become the Leader, teams want to follow…
    Take them on the journey…

    Vielen Dank für Ihre Anfrage! Ihre Bearbeitungsnummer lautet: SP-DE-20000001147

    Consider the following:
    You are Product Manager, and you think you have your plan. So you explain the developer exactly the next step, what to do!
    Like the Co-Driver in the car, who explains his good friend where to go next…. As the driver knows the co-driver well, he started the journey with him…. He does not know where to go …
    How do you feel driving for hours without knowing where you are going. … somehow uncomfortable aren‘t you?

    WHAT IF: your co-driver let you know up front, where to go and what to expect at the end and during the journey?
    Click --- like in the right picture… cool feeling during the drive with a nice and new car – not at the market yet…
    And you will end up at your favorite place, a sea, empty beach …
    Wouldn‘t that increase your motivation???

    That is one of the differences between a manager (telling you how to drive efficiently to get somewhere) and a leader, telling you effectively where to drive

    “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”
     Stephen R. Covey quotes


    And get rid of the „cover my ass“ mentality – in contrary:
    Take responsibility, even if you think it is nor yours. Example: Development got stuck in too many requirements and just forgot one of the most important ones to finish, although discussed and agreed on. Don‘t blame them in front or back of management, take it once your „fault“ because of communication issue and plan that this will not happen again. That development team will back you and your team in future, too!
    Don‘t escalate, where not necessary
    You are carrying the word manager in your title => solve it, at least come up with 2-3 solutions

    Once in a keynote, I said to the audience of Product Managers and Head of Product managers: „Most Product Managers don‘t deserve to use „Manager“ in their title… PMs were shocked, leader nodded… Thus become a real Manager, better a leader!

    Involve teams and do at least a meeting twice a year, maybe quarterly. Collect all relevant KPIs from all teams upfront to share with everybody: Sales, Marketing, Support, Development. High Level Roadmap changes, no feature bla bla – vision and where we are. Use these meetings to align teams make them work together to help solve „process“ issues and processes, which not yet work. #

  • Slide 9 – Become a leader - Story Line
    Become al Leader – a Product Leader
    Animated: Vision – road to success – motivation: step by step where to go next, or show where we end up and how exciting the journey will be..
    R. Covey statement -> Do you spend most of your time to increase efficiency in operations and daily operations „to climb ladder up?“ – or are you the one making sure the ladder is on the right side of the wall?
    Get rid of „Cover my Ass“ mentality
    Take responsibility and praise virtual team members for success, even if it was your strategy
    Back teams up
    Avoid escalation: Job descriptions contains „manager“
    Involve teams, share , motivate => execution will me much easier + you will be seen as the expert & LEADER
    Define roles not just during a launch – don‘t wait for others doing so, if not existing! (this is what Managers do ;-) )


    Details
    Become a Leader,
    become a Product Leader of your product
    You need administration this is as important as other jobs, BUT if you want to be the Product Manager, you need to become the Leader, teams want to follow…
    Take them on the journey…

    Vielen Dank für Ihre Anfrage! Ihre Bearbeitungsnummer lautet: SP-DE-20000001147

    Consider the following:
    You are Product Manager, and you think you have your plan. So you explain the developer exactly the next step, what to do!
    Like the Co-Driver in the car, who explains his good friend where to go next…. As the driver knows the co-driver well, he started the journey with him…. He does not know where to go …
    How do you feel driving for hours without knowing where you are going. … somehow uncomfortable aren‘t you?

    WHAT IF: your co-driver let you know up front, where to go and what to expect at the end and during the journey?
    Click --- like in the right picture… cool feeling during the drive with a nice and new car – not at the market yet…
    And you will end up at your favorite place, a sea, empty beach …
    Wouldn‘t that increase your motivation???

    That is one of the differences between a manager (telling you how to drive efficiently to get somewhere) and a leader, telling you effectively where to drive

    “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.”
     Stephen R. Covey quotes


    And get rid of the „cover my ass“ mentality – in contrary:
    Take responsibility, even if you think it is nor yours. Example: Development got stuck in too many requirements and just forgot one of the most important ones to finish, although discussed and agreed on. Don‘t blame them in front or back of management, take it once your „fault“ because of communication issue and plan that this will not happen again. That development team will back you and your team in future, too!
    Don‘t escalate, where not necessary
    You are carrying the word manager in your title => solve it, at least come up with 2-3 solutions

    Once in a keynote, I said to the audience of Product Managers and Head of Product managers: „Most Product Managers don‘t deserve to use „Manager“ in their title… PMs were shocked, leader nodded… Thus become a real Manager, better a leader!

    Involve teams and do at least a meeting twice a year, maybe quarterly. Collect all relevant KPIs from all teams upfront to share with everybody: Sales, Marketing, Support, Development. High Level Roadmap changes, no feature bla bla – vision and where we are. Use these meetings to align teams make them work together to help solve „process“ issues and processes, which not yet work. #

  • © 2009-2014 proProduktmanagement GbR
  • © 2009-2014 proProduktmanagement GbR
  • © 2009-2014 proProduktmanagement GbR
  • © 2009-2014 proProduktmanagement GbR
  • © 2009-2014 proProduktmanagement GbR
  • © 2009-2014 proProduktmanagement GbR
  • © 2009-2014 proProduktmanagement GbR
  • © 2009-2014 proProduktmanagement GbR
  • Warum viele Produkt Management Organisationen nicht die erwartete Schlagkraft haben

    1. 1. Warum viele Produkt Management Organisationen nicht die erwartete Schlagkraft haben Oliver Nachtrab, CEO proProduktmanagement 13.10.2014, München
    2. 2. Über mich  CEO proProduktmanagement  Coach für Start-Ups, SMB, internationale Konzerne  17 Jahre im Management  Bereichsleiter Produkt Management, Business Development, Marketing & Sales  Allegion, Suse Linux/Novell, Open- Xchange, EMC2, 1&1, Bestseller, Namasas  Weltweite Produkt-, Marketing und Vertriebsprogramme  Change & Interim Management Oli Nachtrab CEO, proProduktmanagement 2
    3. 3. Agenda 1. Was erwartet das Management vom Produktmanager? 2. Wie erhöhst DU das Ansehen der PM Abteilung im eigenen Unternehmen 3. Erledige besser wenige, aber wichtige Aufgaben gut, anstatt vieler, unterschiedlicher schlecht
    4. 4. Was erwartet das Management vom Produktmanager  Spreche die Sprache des Managements und verstehe deren Ziele
    5. 5. Was erwartet das Management vom Produktmanager  Spreche die Sprache des Managements und verstehe deren Ziele „… wie läuft Dein Produkt? …“
    6. 6. Was erwartet das Management vom Produktmanager  Spreche die Sprache des Managements und verstehe deren Ziele … coole neue Technologie, heiße Features in der nächsten Version, semantische Intelligenz, SOA basiert, … Technologie & Feature bla bla
    7. 7. Was erwartet das Management vom Produktmanager  Spreche die Sprache des Managements und verstehe deren Ziele Über was zum Henker spricht der? Weiß der, was er tut? Ist das der Richtige für diesen Job? Ich muß dringend mit seinem Manager sprechen … Mir scheint, Produktmanagement hat keine Ahnung, wofür sie da sind und was sie tun…
    8. 8. Was erwartet das Management vom Produktmanager  Verstehe Dein Geschäft und das Deiner Firma  Finanzzahlen und andere relevante KPIs (Umsatz, Kosten, Marge, EBIT,…)  Wie performt Dein Produkt im Vergleich zu diesen KPIs?  Analysiere & verstehe Ergebnisse & Abhängigkeiten  Bereite Pläne vor, falls Zahlen nicht im Plan liegen  Kommuniziere proaktiv (in allen Situationen)  Verstehe den Kunden und den Markt mindestens so gut wie das Management, idealerweise besser
    9. 9. Was erwartet das Management vom Produktmanager  Verlässliche, nachhaltige und faktenbasierte Entscheidungsvorlagen, die marktrelevante Daten enthalten “Das großartige an faktenbasierten Entscheidungen ist, dass sie Hierarchien außer Kraft setzen.” Jeff Bezos, CEO Amazon Inc. Image: Steve Jurvetson, Creative Commons Attribution 2.0 Generic
    10. 10. Was erwartet das Management vom Produktmanager  Verlässliche, nachhaltige und faktenbasierte Entscheidungsvorlagen, die marktrelevante Daten enthalten  Welches sind die wichtigen Fakten, mit Umsatz und Wachstum beginnend
    11. 11. Was erwartet das Management vom Produktmanager  Verlässliche, nachhaltige und faktenbasierte Entscheidungsvorlagen, die marktrelevante Daten enthalten  Welches sind die wichtigen Fakten, mit Umsatz und Wachstum beginnend  Erstelle kurze und verständliche Managementzusammenfassungen
    12. 12. Was erwartet das Management vom Produktmanager  Verlässliche, nachhaltige und faktenbasierte Entscheidungsvorlagen, die marktrelevante Daten enthalten  Welches sind die wichtigen Fakten, mit Umsatz und Wachstum beginnend  Erstelle kurze und verständliche Managementzusammenfassungen  Motiviere mit einer guten „Geschichte“, die die relevanten Daten stützt: wer ist der Einkäufer, welche Probleme werden für den User gelöst, warum würde ein potentieller Käufer Geld für die Lösung ausgeben wollen,…
    13. 13. Wie erhöhst DU das Ansehen der PM Abteilung im eigenen Unternehmen  Sei ein besserer Marktexperte, als der Vertrieb! Du findest die Antworten auf die meisten Deiner Fragen NICHT im Büro!
    14. 14. Wie erhöhst DU das Ansehen… Wo startest Du?  Verstehe die firmeninternen Finanzkennzahlen und definiere die strategischen KPIs
    15. 15. Wie erhöhst DU das Ansehen… Wo startest Du?  Verstehe die firmeninternen Finanzkennzahlen und definiere die strategischen KPIs
    16. 16. Wie erhöhst DU das Ansehen… Wo startest Du?  Verstehe die firmeninternen Finanzkennzahlen und definiere die strategischen KPIs
    17. 17. Wie erhöhst DU das Ansehen… Wo startest Du?  Verstehe die firmeninternen Finanzkennzahlen und definiere die strategischen KPIs  Verstehe den Markt und den Kunden besser als jeder andere  Spreche mit Kunden, evaluierenden, potentiellen und “verlorenen“ Kunden STRATEGY, INNOVATION, BUSINESS Identify Problem Identify Persona Interview Market Win/Loss Analysis Identify Scenario INTERVIEW IDENTIFY ANALYZE CHECK
    18. 18. Wie erhöhst DU das Ansehen der PM Abteilung im eigenen Unternehmen
    19. 19. Wie erhöhst DU das Ansehen der PM Abteilung im eigenen Unternehmen  Sei ein Leader  Nicht nur Manager, oder bloß Verwalter
    20. 20. Wie erhöhst DU das Ansehen der PM Abteilung im eigenen Unternehmen  Sei ein Leader Produkt Deines Produktes Produkt „Produkt ”  Nicht nur Manager, oder bloß Verwalter
    21. 21. Wie erhöhst DU das Ansehen der PM Abteilung im eigenen Unternehmen Produkt Deines Produktes Produkt „Produkt ” photo by AlBargan on Flickr http://creativecommons.org/licenses/by-nd/2.0/  Sei ein Leader  Nicht nur Manager, oder bloß Verwalter
    22. 22. Wie erhöhst DU das Ansehen der PM Abteilung im eigenen Unternehmen Produkt Deines Produktes Produkt „Produkt ” “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” Stephen R. Covey  Sei ein Leader  Nicht nur Manager, oder bloß Verwalter
    23. 23. Wie erhöhst DU das Ansehen der PM Abteilung im eigenen Unternehmen  Sei ein Produkt Leader Deines Produktes  Nicht nur Manager, oder bloß Verwalter Produkt „Produkt ”  Übernehme die Verantwortung bei Fehlschlägen  Im Erfolgsfall war es das Team, nicht Du  Involviere Teams  Lade alle Teams zur Quartals-, mindestens jedoch Halbjahresreview ein: zeige alle KPI’s, Erfolgsgeschichten, und “Verbesserungspotential”  Definiere & kommuniziere Rollen & Verantwortungen  Starte mit Deiner eigenen Rolle, Deiner Abteilung, dem virtuellen Team  Wer macht was während des gesamten Prozesses  Nicht vergessen: Deine Rolle ist, der Marktexperte zu sein!
    24. 24. Erledige besser wenige, aber wichtige Aufgaben gut, anstatt vieler, unterschiedlicher schlecht STRATEGY, INNOVATION, BUSINESS TECHNICAL GO-TO-MARKET User Persona Use Scenario Requirements Rating Work Package Definition Time and Costs Market Strategy Portfolio Strategy Distribution Strategy Price Strategy Positioning Communication Strategy Product Roadmaps Sales to Buying Process Support Sales for Forecast Website Content Product Launch Plan Marketing Plan Marketing Efficiency Business Plan Go-To-Market Team Prototype Review Meetings Approval Technical Product Team Sales Collateral Sales Presentation Sales Channel Training Event Support Customer Maintenance Reference Customers Opinion Leader Demos, Trial Versions Product Profitability Innovation Identify Problem Identify Persona Interview Market Win/Loss Analysis Competence Analysis Competitive Analysis SWOT Analysis Buy, Build, Partner Market Potential Buyer Persona Analysis Technology Analysis Identify Scenario INTERVIEW IDENTIFY ANALYZE CHECK STRATEGY CONSOLIDATE BUILD TEAM DELIVERY CONTROL BUILD TEAM PLAN PREPARE Open Product Management WorkflowTM
    25. 25. Erledige besser wenige, aber wichtige Aufgaben gut, anstatt vieler, unterschiedlicher schlecht STRATEGY, INNOVATION, BUSINESS TECHNICAL GO-TO-MARKET User Persona Use Scenario Requirements Rating Work Package Definition Time and Costs Market Strategy Portfolio Strategy Distribution Strategy Price Strategy Positioning Communication Strategy Product Roadmaps Sales to Buying Process Support Sales for Forecast Website Content Product Launch Plan Marketing Plan Marketing Efficiency Business Plan Go-To-Market Team Prototype Review Meetings Approval Technical Product Team Sales Collateral Sales Presentation Sales Channel Training Event Support Customer Maintenance Reference Customers Opinion Leader Demos, Trial Versions Product Profitability Innovation Competence Identify Problem Identify Persona Interview Market Win/Loss Analysis Competence Analysis Analysis Competitive Analysis SWOT Analysis Buy, Build, Partner Market Potential Buyer Persona Analysis Technology Analysis Identify Scenario INTERVIEW IDENTIFY ANALYZE CHECK STRATEGY CONSOLIDATE BUILD TEAM DELIVERY CONTROL BUILD TEAM PLAN PREPARE Open Product Management WorkflowTM
    26. 26. Erledige besser wenige, aber wichtige Aufgaben gut, anstatt vieler, unterschiedlicher schlecht STRATEGY, INNOVATION, BUSINESS TECHNICAL GO-TO-MARKET User Persona Use Scenario Requirements Rating Work Package Definition Time and Costs Market Strategy Portfolio Strategy Distribution Strategy Price Strategy Positioning Communication Strategy Product Roadmaps Sales to Buying Process Support Sales for Forecast Website Content Product Launch Plan Marketing Plan Marketing Efficiency Business Plan Go-To-Market Team Prototype Review Meetings Approval Technical Product Team Sales Collateral Sales Presentation Sales Channel Training Event Support Customer Maintenance Reference Customers Opinion Leader Demos, Trial Versions Product Profitability Innovation Identify Problem Identify Persona Interview Market Win/Loss Analysis Competence Analysis Competitive Analysis SWOT Analysis Buy, Build, Partner Market Potential Buyer Persona Analysis Technology Analysis Identify Scenario INTERVIEW IDENTIFY ANALYZE CHECK STRATEGY CONSOLIDATE BUILD TEAM DELIVERY CONTROL BUILD TEAM PLAN PREPARE Open Product Management WorkflowTM
    27. 27. Erledige besser wenige, aber wichtige Aufgaben gut, anstatt vieler, unterschiedlicher schlecht STRATEGY, INNOVATION, BUSINESS TECHNICAL GO-TO-MARKET User Persona Use Scenario Requirements Rating Work Package Definition Time and Costs Market Strategy Portfolio Strategy Distribution Strategy Price Strategy Positioning Communication Strategy Product Roadmaps Sales to Buying Process Support Sales for Forecast Website Content Product Launch Plan Marketing Plan Marketing Efficiency Business Plan Go-To-Market Team Prototype Review Meetings Approval Technical Product Team Sales Collateral Sales Presentation Sales Channel Training Event Support Customer Maintenance Reference Customers Opinion Leader Demos, Trial Versions Product Profitability Innovation Identify Problem Identify Persona Interview Market Win/Loss Analysis Competence Analysis Competitive Analysis SWOT Analysis Buy, Build, Partner Market Potential Buyer Persona Analysis Technology Analysis Identify Scenario INTERVIEW IDENTIFY ANALYZE CHECK STRATEGY CONSOLIDATE BUILD TEAM DELIVERY CONTROL BUILD TEAM PLAN PREPARE Open Product Management WorkflowTM by Georg Mittenecker, CC-BY-SA-2.5, via Wikimedia Commons (http://creativecommons.org/licenses/by-sa/2.5)
    28. 28. Erledige besser wenige, aber wichtige Aufgaben gut, anstatt vieler, unterschiedlicher schlecht STRATEGY, INNOVATION, BUSINESS TECHNICAL GO-TO-MARKET User Persona Use Scenario Requirements Rating Work Package Definition Time and Costs Market Strategy Portfolio Strategy Distribution Strategy Price Strategy Positioning Communication Strategy Product Roadmaps Sales to Buying Process Support Sales for Forecast Website Content Product Launch Plan Marketing Plan Marketing Efficiency Business Plan Go-To-Market Team Prototype Review Meetings Approval Technical Product Team Sales Collateral Sales Presentation Sales Channel Training Event Support Customer Maintenance Reference Customers Opinion Leader Demos, Trial Versions Product Profitability Innovation Identify Problem Identify Persona Interview Market Win/Loss Analysis Competence Analysis Competitive Analysis SWOT Analysis Buy, Build, Partner Market Potential Buyer Persona Analysis Technology Analysis Identify Scenario INTERVIEW IDENTIFY ANALYZE CHECK STRATEGY CONSOLIDATE BUILD TEAM DELIVERY CONTROL BUILD TEAM PLAN PREPARE Open Product Management WorkflowTM
    29. 29. Erledige besser wenige, aber wichtige Aufgaben gut, anstatt vieler, unterschiedlicher schlecht STRATEGY, INNOVATION, BUSINESS TECHNICAL GO-TO-MARKET User Persona Use Scenario Requirements Rating Work Package Definition Time and Costs Market Strategy Portfolio Strategy Distribution Strategy Price Strategy Positioning Communication Strategy Product Roadmaps Sales to Buying Process Support Sales for Forecast Website Content Product Launch Plan Marketing Plan Marketing Efficiency Business Plan Go-To-Market Team Prototype Review Meetings Approval Technical Product Team Sales Collateral Sales Presentation Sales Channel Training Event Support Customer Maintenance Reference Customers Opinion Leader Demos, Trial Versions Product Profitability Innovation Identify Problem Identify Persona Interview Market Win/Loss Analysis Competence Analysis Competitive Analysis SWOT Analysis Buy, Build, Partner Market Potential Buyer Persona Analysis Technology Analysis Identify Scenario INTERVIEW IDENTIFY ANALYZE CHECK STRATEGY CONSOLIDATE BUILD TEAM DELIVERY CONTROL BUILD TEAM PLAN PREPARE Open Product Management WorkflowTM
    30. 30. Key Learning Points  Verstehe Dein Geschäft und das Deiner Firma  Spreche die Sprache des Managements und verstehe deren Ziele  Erstelle verlässliche, nachhaltige und faktenbasierte Entscheidungsvorlagen, die marktrelevante Daten enthalten  Sei ein besserer Marktexperte, als der Vertrieb!  Werde ein professioneller Leader Deines Produktes
    31. 31. Kontaktiere Oli @  www.pro-produktmanagement.de  Oliver.Nachtrab@pro-produktmanagement.de  +49 8124 523 743  +49 171 1955 197

    ×