Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
What do you suggest Bill and Ram do?<\/p>\n\n\n\n
Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
I started wondering \u2018How would a customer of such a business software perceive value or innovation?\u2019. In general, value is defined as some feature that solves a business problem for a user. That is a meaningful definition from a user perspective. What if I wear a CIO hat? I recalled my days as the head of an IT function a few years back. Although times have changed quite a bit since then, I believe, fundamentals of IT spend decisions have not changed. Here is a perspective on how Business-IT steering committee would look at the spend:<\/p>\n\n\n\n Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
In my\nopinion, one of the most overused words in the software industry is \u2018innovation\u2019.\nI understand there is a wide spectrum of enhancements that can be called \u2018innovations\u2019\n\u2013 minor enhancement that improves a business process to a module that supports\na new business process to a new application that is disruptive. Here is what I\nhave observed in software product companies that create business solutions for a\nlarge customer base \u2013 anything other than their customer support issues is called\nan innovation. These \u2018innovations\u2019 require new funding approvals within the product\norganization \u2013 usually supported by robust prioritization processes aligned to strategic\nthemes. All these innovations are expected to represent \u2018value\u2019 for the customer\nand are expected to drive software subscription and license-based revenue.<\/p>\n\n\n\n I started wondering \u2018How would a customer of such a business software perceive value or innovation?\u2019. In general, value is defined as some feature that solves a business problem for a user. That is a meaningful definition from a user perspective. What if I wear a CIO hat? I recalled my days as the head of an IT function a few years back. Although times have changed quite a bit since then, I believe, fundamentals of IT spend decisions have not changed. Here is a perspective on how Business-IT steering committee would look at the spend:<\/p>\n\n\n\n Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Bill has a difficult task on his hands \u2013 the backlog is his baby. He needs to take a hard and objective look at the existing backlog and find ways to cherry pick items in the existing backlog that align with the new strategy of the board to focus on market trends. Rest of the items should be dropped from the backlog. He would then be able to have a meaningful conversation with John to blend the consultant\u2019s industry analysis and his own understanding of the customer base. A new prioritized backlog would then emerge that is aligned to strategic intent without sabotaging the existing customer base. <\/p>\n","post_title":"CHOW #296: Backlog Blinkers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-296-backlog-blinkers","to_ping":"","pinged":"","post_modified":"2024-01-24 11:01:36","post_modified_gmt":"2024-01-24 11:01:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20012","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":20008,"post_author":"7","post_date":"2022-05-29 17:41:22","post_date_gmt":"2022-05-29 12:11:22","post_content":"\n In my\nopinion, one of the most overused words in the software industry is \u2018innovation\u2019.\nI understand there is a wide spectrum of enhancements that can be called \u2018innovations\u2019\n\u2013 minor enhancement that improves a business process to a module that supports\na new business process to a new application that is disruptive. Here is what I\nhave observed in software product companies that create business solutions for a\nlarge customer base \u2013 anything other than their customer support issues is called\nan innovation. These \u2018innovations\u2019 require new funding approvals within the product\norganization \u2013 usually supported by robust prioritization processes aligned to strategic\nthemes. All these innovations are expected to represent \u2018value\u2019 for the customer\nand are expected to drive software subscription and license-based revenue.<\/p>\n\n\n\n I started wondering \u2018How would a customer of such a business software perceive value or innovation?\u2019. In general, value is defined as some feature that solves a business problem for a user. That is a meaningful definition from a user perspective. What if I wear a CIO hat? I recalled my days as the head of an IT function a few years back. Although times have changed quite a bit since then, I believe, fundamentals of IT spend decisions have not changed. Here is a perspective on how Business-IT steering committee would look at the spend:<\/p>\n\n\n\n Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Suggested solution:<\/strong><\/p>\n\n\n\n Bill has a difficult task on his hands \u2013 the backlog is his baby. He needs to take a hard and objective look at the existing backlog and find ways to cherry pick items in the existing backlog that align with the new strategy of the board to focus on market trends. Rest of the items should be dropped from the backlog. He would then be able to have a meaningful conversation with John to blend the consultant\u2019s industry analysis and his own understanding of the customer base. A new prioritized backlog would then emerge that is aligned to strategic intent without sabotaging the existing customer base. <\/p>\n","post_title":"CHOW #296: Backlog Blinkers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-296-backlog-blinkers","to_ping":"","pinged":"","post_modified":"2024-01-24 11:01:36","post_modified_gmt":"2024-01-24 11:01:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20012","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":20008,"post_author":"7","post_date":"2022-05-29 17:41:22","post_date_gmt":"2022-05-29 12:11:22","post_content":"\n In my\nopinion, one of the most overused words in the software industry is \u2018innovation\u2019.\nI understand there is a wide spectrum of enhancements that can be called \u2018innovations\u2019\n\u2013 minor enhancement that improves a business process to a module that supports\na new business process to a new application that is disruptive. Here is what I\nhave observed in software product companies that create business solutions for a\nlarge customer base \u2013 anything other than their customer support issues is called\nan innovation. These \u2018innovations\u2019 require new funding approvals within the product\norganization \u2013 usually supported by robust prioritization processes aligned to strategic\nthemes. All these innovations are expected to represent \u2018value\u2019 for the customer\nand are expected to drive software subscription and license-based revenue.<\/p>\n\n\n\n I started wondering \u2018How would a customer of such a business software perceive value or innovation?\u2019. In general, value is defined as some feature that solves a business problem for a user. That is a meaningful definition from a user perspective. What if I wear a CIO hat? I recalled my days as the head of an IT function a few years back. Although times have changed quite a bit since then, I believe, fundamentals of IT spend decisions have not changed. Here is a perspective on how Business-IT steering committee would look at the spend:<\/p>\n\n\n\n Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
What would be your advice to Bill?<\/p>\n\n\n\n Suggested solution:<\/strong><\/p>\n\n\n\n Bill has a difficult task on his hands \u2013 the backlog is his baby. He needs to take a hard and objective look at the existing backlog and find ways to cherry pick items in the existing backlog that align with the new strategy of the board to focus on market trends. Rest of the items should be dropped from the backlog. He would then be able to have a meaningful conversation with John to blend the consultant\u2019s industry analysis and his own understanding of the customer base. A new prioritized backlog would then emerge that is aligned to strategic intent without sabotaging the existing customer base. <\/p>\n","post_title":"CHOW #296: Backlog Blinkers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-296-backlog-blinkers","to_ping":"","pinged":"","post_modified":"2024-01-24 11:01:36","post_modified_gmt":"2024-01-24 11:01:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20012","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":20008,"post_author":"7","post_date":"2022-05-29 17:41:22","post_date_gmt":"2022-05-29 12:11:22","post_content":"\n In my\nopinion, one of the most overused words in the software industry is \u2018innovation\u2019.\nI understand there is a wide spectrum of enhancements that can be called \u2018innovations\u2019\n\u2013 minor enhancement that improves a business process to a module that supports\na new business process to a new application that is disruptive. Here is what I\nhave observed in software product companies that create business solutions for a\nlarge customer base \u2013 anything other than their customer support issues is called\nan innovation. These \u2018innovations\u2019 require new funding approvals within the product\norganization \u2013 usually supported by robust prioritization processes aligned to strategic\nthemes. All these innovations are expected to represent \u2018value\u2019 for the customer\nand are expected to drive software subscription and license-based revenue.<\/p>\n\n\n\n I started wondering \u2018How would a customer of such a business software perceive value or innovation?\u2019. In general, value is defined as some feature that solves a business problem for a user. That is a meaningful definition from a user perspective. What if I wear a CIO hat? I recalled my days as the head of an IT function a few years back. Although times have changed quite a bit since then, I believe, fundamentals of IT spend decisions have not changed. Here is a perspective on how Business-IT steering committee would look at the spend:<\/p>\n\n\n\n Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
John, the\nnew CEO, had come from a new-age software company. He proposed several new\ninnovations based on the industry trend analysis by the management consulting\nfirm hired by the board. When he spoke to Bill, he realized that there is a 3-year\nbacklog of work already planned and published to the customer base in the form\nof product roadmap. Bill was really concerned about disappointing the customer\nbase if the current roadmap is not realized. John had the support of the board\nand he directed Bill to find way to prioritize the new innovations.<\/p>\n\n\n\n What would be your advice to Bill?<\/p>\n\n\n\n Suggested solution:<\/strong><\/p>\n\n\n\n Bill has a difficult task on his hands \u2013 the backlog is his baby. He needs to take a hard and objective look at the existing backlog and find ways to cherry pick items in the existing backlog that align with the new strategy of the board to focus on market trends. Rest of the items should be dropped from the backlog. He would then be able to have a meaningful conversation with John to blend the consultant\u2019s industry analysis and his own understanding of the customer base. A new prioritized backlog would then emerge that is aligned to strategic intent without sabotaging the existing customer base. <\/p>\n","post_title":"CHOW #296: Backlog Blinkers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-296-backlog-blinkers","to_ping":"","pinged":"","post_modified":"2024-01-24 11:01:36","post_modified_gmt":"2024-01-24 11:01:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20012","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":20008,"post_author":"7","post_date":"2022-05-29 17:41:22","post_date_gmt":"2022-05-29 12:11:22","post_content":"\n In my\nopinion, one of the most overused words in the software industry is \u2018innovation\u2019.\nI understand there is a wide spectrum of enhancements that can be called \u2018innovations\u2019\n\u2013 minor enhancement that improves a business process to a module that supports\na new business process to a new application that is disruptive. Here is what I\nhave observed in software product companies that create business solutions for a\nlarge customer base \u2013 anything other than their customer support issues is called\nan innovation. These \u2018innovations\u2019 require new funding approvals within the product\norganization \u2013 usually supported by robust prioritization processes aligned to strategic\nthemes. All these innovations are expected to represent \u2018value\u2019 for the customer\nand are expected to drive software subscription and license-based revenue.<\/p>\n\n\n\n I started wondering \u2018How would a customer of such a business software perceive value or innovation?\u2019. In general, value is defined as some feature that solves a business problem for a user. That is a meaningful definition from a user perspective. What if I wear a CIO hat? I recalled my days as the head of an IT function a few years back. Although times have changed quite a bit since then, I believe, fundamentals of IT spend decisions have not changed. Here is a perspective on how Business-IT steering committee would look at the spend:<\/p>\n\n\n\n Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Bill is a\nProduct Manager in a large software product firm, which has decades of\nleadership in their target segment. He has over 20 years of experience at this\ncompany and has excellent relationship with the major customers of the product.<\/p>\n\n\n\n John, the\nnew CEO, had come from a new-age software company. He proposed several new\ninnovations based on the industry trend analysis by the management consulting\nfirm hired by the board. When he spoke to Bill, he realized that there is a 3-year\nbacklog of work already planned and published to the customer base in the form\nof product roadmap. Bill was really concerned about disappointing the customer\nbase if the current roadmap is not realized. John had the support of the board\nand he directed Bill to find way to prioritize the new innovations.<\/p>\n\n\n\n What would be your advice to Bill?<\/p>\n\n\n\n Suggested solution:<\/strong><\/p>\n\n\n\n Bill has a difficult task on his hands \u2013 the backlog is his baby. He needs to take a hard and objective look at the existing backlog and find ways to cherry pick items in the existing backlog that align with the new strategy of the board to focus on market trends. Rest of the items should be dropped from the backlog. He would then be able to have a meaningful conversation with John to blend the consultant\u2019s industry analysis and his own understanding of the customer base. A new prioritized backlog would then emerge that is aligned to strategic intent without sabotaging the existing customer base. <\/p>\n","post_title":"CHOW #296: Backlog Blinkers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-296-backlog-blinkers","to_ping":"","pinged":"","post_modified":"2024-01-24 11:01:36","post_modified_gmt":"2024-01-24 11:01:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20012","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":20008,"post_author":"7","post_date":"2022-05-29 17:41:22","post_date_gmt":"2022-05-29 12:11:22","post_content":"\n In my\nopinion, one of the most overused words in the software industry is \u2018innovation\u2019.\nI understand there is a wide spectrum of enhancements that can be called \u2018innovations\u2019\n\u2013 minor enhancement that improves a business process to a module that supports\na new business process to a new application that is disruptive. Here is what I\nhave observed in software product companies that create business solutions for a\nlarge customer base \u2013 anything other than their customer support issues is called\nan innovation. These \u2018innovations\u2019 require new funding approvals within the product\norganization \u2013 usually supported by robust prioritization processes aligned to strategic\nthemes. All these innovations are expected to represent \u2018value\u2019 for the customer\nand are expected to drive software subscription and license-based revenue.<\/p>\n\n\n\n I started wondering \u2018How would a customer of such a business software perceive value or innovation?\u2019. In general, value is defined as some feature that solves a business problem for a user. That is a meaningful definition from a user perspective. What if I wear a CIO hat? I recalled my days as the head of an IT function a few years back. Although times have changed quite a bit since then, I believe, fundamentals of IT spend decisions have not changed. Here is a perspective on how Business-IT steering committee would look at the spend:<\/p>\n\n\n\n Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Bill is a\nProduct Manager in a large software product firm, which has decades of\nleadership in their target segment. He has over 20 years of experience at this\ncompany and has excellent relationship with the major customers of the product.<\/p>\n\n\n\n John, the\nnew CEO, had come from a new-age software company. He proposed several new\ninnovations based on the industry trend analysis by the management consulting\nfirm hired by the board. When he spoke to Bill, he realized that there is a 3-year\nbacklog of work already planned and published to the customer base in the form\nof product roadmap. Bill was really concerned about disappointing the customer\nbase if the current roadmap is not realized. John had the support of the board\nand he directed Bill to find way to prioritize the new innovations.<\/p>\n\n\n\n What would be your advice to Bill?<\/p>\n\n\n\n Suggested solution:<\/strong><\/p>\n\n\n\n Bill has a difficult task on his hands \u2013 the backlog is his baby. He needs to take a hard and objective look at the existing backlog and find ways to cherry pick items in the existing backlog that align with the new strategy of the board to focus on market trends. Rest of the items should be dropped from the backlog. He would then be able to have a meaningful conversation with John to blend the consultant\u2019s industry analysis and his own understanding of the customer base. A new prioritized backlog would then emerge that is aligned to strategic intent without sabotaging the existing customer base. <\/p>\n","post_title":"CHOW #296: Backlog Blinkers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-296-backlog-blinkers","to_ping":"","pinged":"","post_modified":"2024-01-24 11:01:36","post_modified_gmt":"2024-01-24 11:01:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20012","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":20008,"post_author":"7","post_date":"2022-05-29 17:41:22","post_date_gmt":"2022-05-29 12:11:22","post_content":"\n In my\nopinion, one of the most overused words in the software industry is \u2018innovation\u2019.\nI understand there is a wide spectrum of enhancements that can be called \u2018innovations\u2019\n\u2013 minor enhancement that improves a business process to a module that supports\na new business process to a new application that is disruptive. Here is what I\nhave observed in software product companies that create business solutions for a\nlarge customer base \u2013 anything other than their customer support issues is called\nan innovation. These \u2018innovations\u2019 require new funding approvals within the product\norganization \u2013 usually supported by robust prioritization processes aligned to strategic\nthemes. All these innovations are expected to represent \u2018value\u2019 for the customer\nand are expected to drive software subscription and license-based revenue.<\/p>\n\n\n\n I started wondering \u2018How would a customer of such a business software perceive value or innovation?\u2019. In general, value is defined as some feature that solves a business problem for a user. That is a meaningful definition from a user perspective. What if I wear a CIO hat? I recalled my days as the head of an IT function a few years back. Although times have changed quite a bit since then, I believe, fundamentals of IT spend decisions have not changed. Here is a perspective on how Business-IT steering committee would look at the spend:<\/p>\n\n\n\n Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n Product\nManagement function in software product organizations is often tasked with formulating\nthe product strategy and managing the backlog. To reduce cost of ownership, Product\nManagers need a deep understanding customer\u2019s IT operational cost structure as\nwell as business usage patterns. To identify innovation opportunities, they\nneed a deep understanding of business trends in customer\u2019s domain as well as\ntechnology trends that could be disruptive. Today\u2019s backlog itself should be split\ninto broadly two categories: ToC Backlog and Trend Log (trends in customer\u2019s\nbusiness). At a strategic level, leadership can decide their mix depending on\nthe product lifecycle and their overall product portfolio.<\/p>\n\n\n\n In conclusion,<\/strong> value and innovation are viewed purely from customer perspective with a clear intent to support customer\u2019s business strategy while leveraging technology trends.<\/p>\n\n\n\n anand<\/a><\/p>\n","post_title":"Trend log, no backlog","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"trend-log-no-backlog","to_ping":"","pinged":"","post_modified":"2024-01-24 11:02:31","post_modified_gmt":"2024-01-24 11:02:31","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20008","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19745,"post_author":"7","post_date":"2022-03-13 22:27:43","post_date_gmt":"2022-03-13 16:57:43","post_content":"\n Bill is a Product\nManager in a large software product firm with their development centre in India.\nHe felt that the developers do not understand the customer\u2019s business context\nenough. He spoke to Ram, Engineering Head in India, and sought volunteers to\njoin the two-day user group conference in China. To his surprise, Ram came back\nwith one of his Engineering Managers as the volunteer and said developers did not\nshow interest in the conference. He added, next conference in Europe may be\nmore attractive.<\/p>\n\n\n\n What do you suggest Bill and Ram do?<\/p>\n\n\n\n Suggested\nsolution<\/strong><\/p>\n\n\n\n It reflects\non the conditioning of the developers. There are a few possibilities: 1. Demonstration\nof technical skills may be rewarded better by the organization. 2. Developers\nare not used to conversations with product management on requirements.\nEngineering Managers could be playing the role of bridge between product management\nand development teams. Their job is more of coders than solution builders. 3. All\nthe training for developers may be technical and to some extent on soft skills.\nThere may not be any focus on building domain knowledge to learn about customer\u2019s\nbusiness context. 4. Engineering unit has the mindset of order takers than\ninnovators.\n\nIt is important for Bill and Ram to have a conversation\nabout the reason behind getting volunteers to user conferences. They could then\nwork together to come up with a strategy to realize the true intent of creating\ngreater value for customers by bringing the developers closer to the users. It\nwould require joint vision, changes to operational processes, changes to reward\nsystems and revised skill development programs. It is certainly achievable with\nalignment and collaboration between Product Management and Engineering\nfunctions.\n\n\n\n<\/p>\n","post_title":"CHOW #285 \u2013 Unwilling developer","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-285-unwilling-developer","to_ping":"","pinged":"","post_modified":"2024-01-24 11:03:00","post_modified_gmt":"2024-01-24 11:03:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19745","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
References<\/strong><\/p>\n\n\n\n Bill is a\nProduct Manager in a large software product firm, which has decades of\nleadership in their target segment. He has over 20 years of experience at this\ncompany and has excellent relationship with the major customers of the product.<\/p>\n\n\n\n John, the\nnew CEO, had come from a new-age software company. He proposed several new\ninnovations based on the industry trend analysis by the management consulting\nfirm hired by the board. When he spoke to Bill, he realized that there is a 3-year\nbacklog of work already planned and published to the customer base in the form\nof product roadmap. Bill was really concerned about disappointing the customer\nbase if the current roadmap is not realized. John had the support of the board\nand he directed Bill to find way to prioritize the new innovations.<\/p>\n\n\n\n What would be your advice to Bill?<\/p>\n\n\n\n Suggested solution:<\/strong><\/p>\n\n\n\n Bill has a difficult task on his hands \u2013 the backlog is his baby. He needs to take a hard and objective look at the existing backlog and find ways to cherry pick items in the existing backlog that align with the new strategy of the board to focus on market trends. Rest of the items should be dropped from the backlog. He would then be able to have a meaningful conversation with John to blend the consultant\u2019s industry analysis and his own understanding of the customer base. A new prioritized backlog would then emerge that is aligned to strategic intent without sabotaging the existing customer base. <\/p>\n","post_title":"CHOW #296: Backlog Blinkers","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-296-backlog-blinkers","to_ping":"","pinged":"","post_modified":"2024-01-24 11:01:36","post_modified_gmt":"2024-01-24 11:01:36","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20012","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":20008,"post_author":"7","post_date":"2022-05-29 17:41:22","post_date_gmt":"2022-05-29 12:11:22","post_content":"\n In my\nopinion, one of the most overused words in the software industry is \u2018innovation\u2019.\nI understand there is a wide spectrum of enhancements that can be called \u2018innovations\u2019\n\u2013 minor enhancement that improves a business process to a module that supports\na new business process to a new application that is disruptive. Here is what I\nhave observed in software product companies that create business solutions for a\nlarge customer base \u2013 anything other than their customer support issues is called\nan innovation. These \u2018innovations\u2019 require new funding approvals within the product\norganization \u2013 usually supported by robust prioritization processes aligned to strategic\nthemes. All these innovations are expected to represent \u2018value\u2019 for the customer\nand are expected to drive software subscription and license-based revenue.<\/p>\n\n\n\n I started wondering \u2018How would a customer of such a business software perceive value or innovation?\u2019. In general, value is defined as some feature that solves a business problem for a user. That is a meaningful definition from a user perspective. What if I wear a CIO hat? I recalled my days as the head of an IT function a few years back. Although times have changed quite a bit since then, I believe, fundamentals of IT spend decisions have not changed. Here is a perspective on how Business-IT steering committee would look at the spend:<\/p>\n\n\n\n Most businesses\nwould like to minimize the cost of keeping the business running and spend more\non moving the business forward. Software product license renewals are typically\npart of \u2018keeping the business running\u2019. New solutions that would help businesses\ncompete and win in the future would fall into the category of \u2018Move business\nforward\u2019. I would call these real \u2018Innovations\u2019.<\/p>\n\n\n\n This perspective\ngives a business software product vendor a new way of looking at their innovations:<\/p>\n\n\n\n Value<\/strong> =<\/strong> Reduction in cost of ownership \u00a0\u00a0\u00a0\u00a0+<\/strong> \u00a0\u00a0\u00a0\u00a0Business potential of innovative trends<\/p>\n\n\n\n\n
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\n<\/p>","post_title":"\u201ci-fi\u201d \u2013 A Model for Designing Your Future and Personal Change","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"i-fi-a-model-for-designing-your-future-and-personal-change","to_ping":"","pinged":"","post_modified":"2024-11-12 14:24:26","post_modified_gmt":"2024-11-12 08:54:26","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=20538","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":20012,"post_author":"7","post_date":"2022-05-29 17:47:15","post_date_gmt":"2022-05-29 12:17:15","post_content":"\n<\/p>\n\n\n\n\n
