Leading The Product 2017 - Magnus Billgren - Speaker Slides

Leading The Product 2017Speaker SlidesSydney, Australia

Magnus BillgrenTolpagorni

For more information go to

www.leadingtheproduct.com

Product SoundTrack®

October 2017

succeeding with Product Management in B2B environmentsby Tolpagorni Product Management

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®

Magnus Billgren

Mob: +46 760 161 494

Mail: [email protected]

Linkedin: se.linkedin.com/in/magnusbillgren

Twitter: @magnusbillgren

Skype magnusbillgren

Web: news.productmanagement.se

www.tolpagorni.com

elearning: www.agile-pm-lab.com

Always a product guy. At multinationals, CEO and marketing/product leadership at

five start-ups, and consulting roles with more than 50 tech companies. Co-founder

ISPMA, research in Value Engineering and developer of multiple Product Management

tools, Created products generating billions in turnover

Tolpagorni Product Management

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IRB 2600-12/1.65 IRB 2600-20/1.65 IRB 2600-12/1.85 IRB 2600ID-15/1.85 IRB 2600ID-8/2.00

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How can B2B companies continuously

develop successful products?

The secret sauce for Industrial Product Management


Product management overview

DEVELOPMENT

MARKET

PRODUCT

PLANNING

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Product management overview

DEVELOPMENT

MARKET

PRODUCT

PLANNING

PRODUCT

MARKETING

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Product management

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DEVELOPMENT

MARKET

PRODUCT

PLANNING

PRODUCT

MARKETING

Product management

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DEVELOPMENT

CUSTOMER

PRODUCT

PLANNING

PRODUCT

MARKETING

• Use the product daily

• Very skilled users

• Multiple users

• Value perspective:

Business growth, Cost reduction,

strengthen brand, minimize risk

• Procurement is a structured process

• 21 can say NO, noone says yes

• They expect products not MVPs

B2B Customer Values

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DEVELOPMENT

CUSTOMER

PRODUCT

PLANNING

PRODUCT

MARKETING

Revenue Increase Brand Strength

Cost Reduction Risk Minimization

TELSTRA

VALUES

James Andersson, Kellog School of Management

Professor at Northwestern University

Product management

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DEVELOPMENT

MARKET

PRODUCT

PLANNING

PRODUCT

MARKETING

• Project driven with large orders

• Every project has requirements

• Sales organization have impact

• The customers can spend time in

supporting us to define the future

• Too many customer requirements

• Roadmap is being hijacked by

customers and sales

Product management

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DEVELOPMENT

MARKET

PRODUCT

PLANNING

PRODUCT

MARKETING

• Easy to book meetings

• Long sales cycles

• Sales is a project

• Five insecurities:

• Company

• Product

• Delivery

• Usage

• Need

CUSTOMIZATIONContinuous upgrades

Product management

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DEVELOPMENT

Product management

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DEVELOPMENT

MARKET

PRODUCT

PLANNING

PRODUCT

MARKETING

FRUSTRATION• Frustrated customer – delays

• Frustrated sales – we do not support all projects

• Frustated R&D – new requirements

• Frustrated marketing – What is the short message

• Frustrated Top Management

We need products structures supporting

multiple business logics at different speeds

What can we do to avoid it?

Go home and play some music


The SOUND

Midnight Oil

ABBA

AC/DC

U2

Avici

Prince 19www.tolpagorni.com

What can we do to avoid it?

Go home and play some music


Professor Dr

Tony Gorschek

Rock star

Jonatan Stenson

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The CORE is your

defining technology

JAM makes it come

together

The EDGE makes your

customer buy the product

The VECTOR is the result of the

driving forces in the market


DEVELOP, IDENTIFY & CONNECT:

The HOOK

Midnight Oil – Beds are BurningHow do we sleep when our beds are burning

ABBA – Dancing QueenYou are the dancing queenyoung and sweet only seventeen

Prince – Purple RainPurple Rain, Purple Rain


The EDGEInspires the customer to fight for your product

The EDGE

The part of your Value Proposition where your differentiate

• How does it clearly differentiate?

• What function can your customer relate to and fight for?

• How can we clearly demonstrate it?


The CORESeldoms fit in a SCRUM sprint

The CORE

Is the part of your product that

• Is very difficult to copy

• Delivers sustainable vector of differentiation

• The life-cycle of the product line (Platform) is dependent on

the CORE’s continuing strength

• Continuous Competitive advantage is derived from the CORE

• It is difficult to understand the CORE

• Defining the CORE enables you to focus on what’s most

important

AUTOCOM – Car diagnostic

CORECOMMUNICATION ONLINE

ARCHITECTURE

INTEGRATION

STATISTICS

& LOG

BUSINESS

SYSTEMS

SECURITY

EDGE - CUSTOMIZATIONONLINE UI HW UX IDENTITY

FEATURESSW UX (GUI)

Marketing

support

ONLINE UX CONTENT

DATA

FUNCTIONAL

LOGIC

COMMERCIAL

CARS

One Product – three speeds

Edge – Monthly Core – Quarterly Data – Weekly

• Three layers of Speed

• Has defined process with

different speeds

• Rules for development

• Rules for decision making

• Strategy direction is created in the

allocation of resources

CORE

EDGE

DATA

AUTOCOM – Car diagnostic


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The Pattern of Profitability for

Technology intensive B2B products


The CORE is your

defining technology

JAM makes it come

together

The EDGE makes your

customer buy the product

The VECTOR is the result of the

driving forces in the market


DEVELOP, IDENTIFY & CONNECT:

www.tolpagorni.com

EU T1: Using Strategies

High Performing Product Management

Leading The Product 2017 - Magnus Billgren - Speaker Slides

Education

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