GregoryKincade

Mobile Engagement Strategies in 2012 by Pat Scherer

The optimal mobile engagement strategy for your organization is NOT the “strategy-du-jour” featured in some top ten menu your friend tweeted yesterday. It is the intersection of your unique answers to 3 questions we are going to explore in detail if my “Mobile Engagement Strategies in 2012” presentation is voted in for ProductCamp 8 in Austin this Saturday (2/18).

Mobile engagement strategies that stand the best chance for success will also leverage every useful advantage within the rapidly shifting mobile landscape. A lot has happened in this arena since I presented “Going Mobile?” last summer. We will cover the new trends, best practices and emerging opportunities for mobile products and services in 2012 and arm you with enough facts to distinguish good information from the hype, untested opinion and ill-fitting strategy-du-jour.

Looking forward to seeing you Saturday!

This post added by guest blogger Pat Scherer discussing her proposed session for ProductCamp Austin 8.  Read more about Pat Scherer


A New Class of Product Manager…Because Something Has to Change! – by John Mansour

Even when a team of product managers & marketers craft and execute product strategies to perfection, it may not be enough to satisfy the organization’s aggressive growth goals because in too many cases, product level strategies aren’t addressing problems big enough to make a significant impact in the market.  It’s creating an enormous gap between corporate goals and product initiatives that’s relegating many talented product teams to executing “the next great idea” that promises to spike the company’s growth.  You already know how that turns out!  It’s time for a new class of product manager and a new approach to improving your strategic value. A disruptive discussion awaits!

This post added by guest blogger John Mansour discussing his proposed session for ProductCamp Austin 8. Read more about John Mansour


The 4-step Process for Overcoming Market Unpredictability – by Jeremy Gorr

Complexity science is a scientific discipline that studies the behavior of complex systems. So what does it have to do with product strategy? As you’ll learn in my session, quite a bit.

Almost everything we encounter in the world is part of a complex adaptive system (CAS). John Holland, a MacArthur Fellow and professor of computer science, engineering, and psychology defines these systems like this: “Complex adaptive systems are systems that have a large numbers of components, often called agents, that interact and adapt or learn.”

Doesn’t that describe every project you’ve ever worked on in your life? This also describes every market your company participates in. Agents can be your fellow employees, your customers, or your strange aunt Susan; and any system with more than a few agents quickly becomes a complex system. That’s why complexity science can give us many insights into the way the real world behaves.

One of the primary lessons of complexity science is that CAS’s are unpredictable. This may be obvious when you think about all the strange customer requests you’ve heard, but not so obvious when your boss asks you to predict what the monthly sales of your new product will be over the next 3 years.

We like to think that we can make reasonable predictions about the future. We can’t. This is an incontrovertible lesson that complexity science teaches us: CAS’s are fundamentally unpredictable, and no amount of data will change that. Some of our predictions may be correct, but a stopped clock also tells the correct time twice a day.

Even the smartest experts in the world can’t make accurate predictions about their domain. Here are just a few classic examples, but I’m sure you hear examples every day in your workplace:

“What use could this company make of an electric toy?”

– Western Union, when it turned down rights to the telephone in 1878

“I think there is a world market for maybe five computers.”

– Thomas Watson, chairman of IBM, 1943

“There is no reason anyone would want a computer in their home.”

– Ken Olson, president, chairman and founder of DEC, 1977

“Man will not fly for 50 years.”

– Wilbur Wright, American aviation pioneer, after a disappointing flying experiment in 1901 (their first successful flight was in 1903)

How is this relevant to product strategy? Because the reason most strategies fail is rooted in bad predictions: poorly-formed business goals, leading to the wrong scope, the wrong budget, the wrong time frame, the wrong objectives, the wrong sales projections, and the wrong products.

I am sure that if you trace the reasons for almost any failure, a bad prediction will be at the root. And what Complexity Science tells us, counter-intuitively, is that the solution for bad predictions is not better predictions. The prediction game is a guaranteed loser. The solution is better adaptation and learning.

Once again, this may seem obvious, but most traditional management practices generally limit adaptation and learning due to an inherent belief in prediction.

Want proof? The next time your product only sells one tenth of your projection, tell your boss that the reason was the inherent unpredictability of complex adaptive systems. That will either get you laughed out the door or fired.

But it’s the truth. An unfortunate response by management to unpredictability is to search for who to blame and punish those people. A better response would be to look at the situation as a key opportunity to learn about their market or company, and praise those who lead the internal revolution in thinking about markets for the company based on this changeable, complex new reality. (But I’m sure that’s not the first thing that comes to mind when your products don’t hit their projections.)

The ideal state for any organization is total transparency, adaptability, and flexibility. Clearly, this ideal will never be achieved. However, my session will discuss a 4-step process that will start your organization down this path.  You will learn to greet the unexpected with anxious joy, rather than fear and disappointment.  Even though organizations will never reach perfect transparency, adaptability, and flexibility, we will at least tackle the real problems and make real progress, rather than clinging to the hopeless, disproved falsehoods of believing that our success is dependent on how well we can predict the unpredictable.


Standard Seven Phase Product Lifecycle – by Brian Lawley

How can you make your products DRAMATICALLY more successful? Is there a process you and your company can implement to ensure success?

Learn about the seven phases every product goes through and the related key questions and decisions. By understanding the phases, you can ship products that better meet you customer’s needs, deliver increased revenues and profits and avoid common mistakes that can be disastrous.

Phases include:

  1. Conceive
  2. Plan
  3. Develop
  4. Qualify
  5. Launch
  6. Deliver
  7. Retire

Also covered: nine key documents that contain the critical decisions that must be made in order for a product to succeed. Ignore these decisions and you risk product failure.

Documents include:

  1. Business Case
  2. Market Needs (also called market requirements)
  3. Product Description (also called product requirements)
  4. Market Strategy
  5. Roadmap
  6. Beta Plan
  7. Launch Plan
  8. Marketing Plan
  9. End of Life Plan

This post added by guest blogger Brian Lawley discussing his proposed session for ProductCamp Austin 8. Read more about Brian Lawley


Why Social Does Not Matter – by Bertrand Hazard

You are a professional marketer in the B2B Technology space.

By now, you’ve probably completely refocused all your marketing energy and dollars on the new world of social media. Trade shows are dead and email marketing is so passé. Instead you chat, tweet, IM, like, +1 all day long. #fail.

B2B technology purchasing decisions are not primarily made over social networks. In fact Twitter was ranked as the lowest amongst social sources that influence business technologists’ decision making. That’s according to a recent Forrester Research survey (2011 Social Technographics for Business Technology Buyers).

Now does that mean that social does not matter in the B2B world?

It does. But only when done right can social marketing become a fantastic asset in your B2B go-to-market strategy. When marketers put aside the social hype, the Google + of the day, and focus on building a solid marketing strategy of which social is a component.

This is what I plan to cover this week at ProductCamp Austin 7 if my session “Social Marketing in B2B World: Reality vs. Myth“ gets voted.

From my own professional experience as a practitioner, I will be sharing some pragmatic examples of how social marketing can be successfully leveraged to accelerate your prospects’ buying decision process. I will also share some templates that I found very useful when devising the right (social) marketing strategy.

I look forward to seeing you on Saturday in Austin.

This post added by guest blogger Bertrand Hazard discussing his proposed session for ProductCamp Austin 7. Read more about Bertrand Hazard.