Before you ask for additional technical staff for your product, give a thought to the revenue implications. Eventually, your development team has to earn enough to pay for itself — and a lot of other people.
Stone soup is a folk tale about motivation and cooperation. It applies directly to our work as product managers, since we don’t have the authority to force cooperation or alignment. We have to provide leadership, motivation, and clarity of goals.
If you’re a tech company executive setting up an innovation program, most of your initial focus is on generating and validating individual product concepts. Unlike at a startup, though, you have a major hurdle AFTER your validation team comes up with a viable concept: how to find an organizational home for that idea within a mainstream product group. Which prompts the question: who is your internal customer for a validated product idea?
Taking a day off for tourism during my Brainmates/Australia tour, I had a chance to see the power of “free” in a non-tech entrepreneurial setting. Following along the business model literally and figuratively…
Conway’s Law is an old but useful idea: the organizational structure of software teams shows in their code. The technical architecture grows to look like the org chart. In broader terms, how we group people and delineate teams has a real impact on the products we produce. How does this apply to product management teams?