SVPMA-05-2003-Leadership_In_Product_Management-Ivan-Chong (1).ppt
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Transcript of SVPMA-05-2003-Leadership_In_Product_Management-Ivan-Chong (1).ppt
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Leadership in
Product Management
Ivan Chong
SVPMAMay 7, 2003
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Informatica Corporate Overview
Corporate Founded (1993); Nasdaq: INFA (1999)
Over 800 employees worldwide
Financials 2000: $154 million revenue; 147% growth
2001: $197 million revenue; 28% (YoY) growth
2002: $195 million revenue; Flat in a down economy
Partners Over 300 sales, marketing and implementation partners
Including: i2, IBM, JDE, PeopleSoft, Siebel, SAP, WebM
Products
Industry-leading solutions for deploying businessanalytics across the extended enterprise:
- Data integration - Data Warehouses- Business Intelligence - Analytic Applications
Customers Over 1700 companies worldwide
79 of the Fortune 100 and 80%+ of Dow Jones
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What does it take to be a GreatProduct Manager?
Winning in the Marketplace?
Writing great MRDs, Functional Specs, or
Product Availability Matrices?
Infinite bandwidth?
Giving great demos?
Running flawless beta programs?
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Good is the Enemy of Great
Customer Visits/Meetings
Partner Visits/Meetings
Beta Programs
Product Requirements Documents (PRDs)
Strategic Competitive Analysis
Benchmarks
Concepts Documents
Demos Features and Benefits Documents
Platform Availability Matrices (PAMs)
Product Presentations (PowerPoint)
Roadmaps
Technical Briefs
Release Management
Training
Industry or Partner Conferences Usability Requirements Documents
Functional/Design Reviews
Product Marketing Coordination
Support Coordination
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Ideas/Business
Theory
Values
E
EmotionalEnergy/Edge
3
C 2000 by Noel Tichy The University of MichiganTeachable Point of View and The Leadership Engine are registered trademarks of Tichy Cohen Associates
A Teachable Point Of View
Product Management TPOV
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Ideas, a Product Managers political capital
Be the expert on
the Cus tomerBe the expert on
the Produc t
Be the expert on
the Market
Be the expert on
the Eng ineering
Team
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Be the Expert on the Customer
Study the Research Reports
Identify Customer Pain Pointsdo not merely relay requests
Understand the Customer Mindset
What drives their decisions?
What other choices do they have?
Communicate Customer Anecdotes
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IT Headlines (from searchCIO.com)
Tips for Legacy System Integration
Going offshore is the IT thing to do
New Code Red Variant is even more dangerous
When CIOs and CEOs disagree
The real-time enterprise needs a fast network
Whos responsible for security problems? thats right, you are
Forrester: CIOs should beware the penguin stampede
Study gives IT in UK an F
IT drives productivity growth
ERP consolidation efforts may cost more than you think
Study: BI not being used intelligently
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Be the Expert on the Product
Install Your Product
Use Your Product
Demo Your Product
Adopt New Releases of Your Product ASAP
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Be the Expert on the Market
Know your competitors
Know your partners
Know about other products that touch yourproduct
Know about other products your customers use
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Be the Expert on the Engineering Team
Stay on top of reality in the project
Rely on multiple sources of information: QA, ProjectManager, Architects, Coders
Understand the Engineering mindset How are decisions really made?
How much detail is needed to gain traction?
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Ideas/Business
Theory
Values
E
EmotionalEnergy/Edge
3
C 2000 by Noel Tichy The University of MichiganTeachable Point of View and The Leadership Engine are registered trademarks of Tichy Cohen Associates
A Teachable Point Of View
Product Management TPOV
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Operational Values
Definition
Criteria under which decisions are prioritized
Should encourage behavior successful to the business
Prioritization
Must be able to make tough calls and be decisive ontradeoffs
Alignment of Values Critical for Gaining Traction
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Foundational Values
Traits of an Exceptional Leader-based loosely on Good to Great, Collins Copyright 2001
Passionately dedicated to the success of the product
Exceptional Work Ethic Quick to deflect credit when things go well
Quick to take responsibility when things go poorly
Display compelling modesty, are self-effacing/understated
Can you inspire those that you lead?
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Product Management TPOV
Ideas/Business
Theory
Values
E
EmotionalEnergy/Edge
3
C 2000 by Noel Tichy The University of MichiganTeachable Point of View and The Leadership Engine are registered trademarks of Tichy Cohen Associates
A Teachable Point Of View
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Emotional Energy and Edge
Goal: Motivate Cross Functional Team Members
Enthusiasm and Work Ethic
Vision Case for Change
Vivid picture of how much better things can be
Realistic roadmap for how to get there
Edge: Ability to make tough Yes/No Decisions
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2 Teachable Points of View
1) Your Product
2) Your Responsibilities
i.e., Define your role as Product Manager, orelse someone else will.
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Example: Information Supply Chain
ProductStrategy
ProductManagement
Engineering
aProduct
Marketing
aCorp/BrandMarketing
Sales
ProfessionalServices
SalesSupport
TechnicalSupport
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Example: Information Supply Chain
Work Proactively
Streamline WorkEfforts
Educate CrossFunctional Team onBreadth of
Responsibilities
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The Leadership Imperative
Not so GreatProduct Manager
GreatProduct Manager
Information Incomplete view
on the situation
Information
comes to you
Decisions Left out of theloop
Decisions requireyour input
Team Interaction Relegated togopher
Doers come to
you
Ideas/Business
TheoryValues
E
Emotional
Energy/Edge
3
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