Category Archives: Product Management

Hard learned lessons from 10 years of creating and marketing new products

Seven Deadly Sins of Enterprise Software Development & What to do About Them

Software is Eating the News: Are you in the in the Entertainment or Work business?

work-vs-entertainmentRight now, news organizations still haven’t really clarified what business they are in and/or what their audience is really looking for, as a result they often measure and focus on the wrong things.

Information technology businesses fall into two primary categories:

  1. Entertainment: The goal here is to help people have “fun,” to spend their downtime with you. And the more time spent with you the better. It doesn’t really matter whether that time spent makes them a better or worse human being, helps the planet, it’s fundamentally about entertaining people. Think Facebook, Pinterest, movies, gaming, etc.
  2. Work: The goal here is to help people take action and solve problems, whether pay their bills, stock their pantries, lose weight, learn new skills, influence public policies. In this case, the goal is to often spend the least time possible, as the primary thing you care about is the outcome. Traditional B2B software and Google search falls primarily into this category; you’re not using it for fun but to get the task done as efficiently and effectively as possible, and the less time spent the better.

So are journalists and news organizations primarily in the entertainment or work business?

Traditionally, they have straddled both worlds and as a result have muddied their value proposition, measure the wrong things and apply the wrong business models.

Additionally, what one segment of the audience and what journalists’ often think of as entertainment, others often think of as work, politics being one of them.

work-vs-entertainment-politics

In the entertainment world, your goal is to get people to spend as much time with you as possible, since the whole point of your existence is to fill people’s free time. In this scenario, display advertising as a revenue stream and products that encourage spending time make sense.

In the work world, your goal is to minimize the amount of time people spend with you and instead give them the answers to their problems, or eliminate their problems all together. In this case, the less time spent on your site/application is often better, since the goal is to increase their time. In this scenario, display advertising makes absolutely no sense and products that don’t solve problems are bad.

work-vs-entertainment-metrics

So should news organizations focus on delivering more entertainment value or more work value?

And that will be a question for another day. 🙂

Event Calendars: A Key to Community Engagement & Winning the Content Wars

Providing local residents an online event calendar is one of the most basic yet poorly executed components of community journalism.

So this morning, I went to the CommercialAppeal.com site on my tablet in search of events, and I couldn’t find it,  so finally I grabbed my laptop and after much searching found it buried in the entertainment section and then proceeded to get further frustrated with the search and overall usability. And then I went to see how I could submit an event, and the experience deteriorated even further as the site passed me off to a 3rd party to create the event.

I’m sorry but if news organizations can’t execute their local events calendar with any quality, then they have no right to survive – and honestly won’t and here’s why:

  1. Events are the ceremonies that help communities come together. Whether they be city council meetings, PTSA meetings, volunteer opportunities, community concerts, athletics events, TED Talks, you name it, community events are key to community life. And by not leveraging modern technology to help foster community, you are failing in your public-service mission.
  2. Event information validates, excites and engages your audiences. If you are hosting information about my event and helping me market it, then it gives me a reason to engage with your site and for me to market your site. And unlike Facebook, having your event “featured” on a news site provides validation as well, building a sense of connection to your organization.
  3. Content costs are nearly zero. Since the event organizer is entering the information, news organizations only need to screen for quality and not actually write up the events. This is the reason why Facebook is so profitable because they just provide the platform while others provide the content.
  4. Local events are a key to competing for a local audience. Today there is no single site or source for local event information, both pre and post event. Since so much of what news organizations are all about, this represents a perfect opportunity for news organizations to combine their brand equity, editorial skills and technology to differentiate themselves.

 

So what makes a great online event calendar?

  1. Comprehensive: Instead of forcing people to go to multiple places, allow them to go to one place for everything. It’s not just an entertainment calendar. It feature’s every local event for every type of local organization, neighborhood associations, school events, city council meetings, city planning meetings, sports events, meetups, chamber meetings, afterschool events, you name it.
  2. Intelligent: Users shouldn’t have to work very hard or at all to find the events and information they are looking for. Users need to be able to easily filter and find events that matter to them so the categorization options need to make sense to the users and offer a mix of open ended and fixed filters.
  3. Lazy: Help people be lazy and successful. Users should have information pushed to them on a regular basis and the option to have reminders embedded in their calendars so they don’t have to constantly search for options.
  4. Interactive: Ask users for feedback about the events they attended as a way to deepen the user engagement and transform the site into just a calendar into a conversation and drive engagement.

In order to succeed, news organizations will have to think of themselves first as  civic intelligence and engagement platforms that combine traditional journalism with design thinking and technology product management to develop new ways of informing and empowering their communities.

 

Naiveté Key to Starting any Project

At work I was recently asked, “Kevin, What’s was the secret to get your project funded?”

So I looked in the mirror, and quickly realized it wasn’t based on looks, and instead after much thought replied, “Naiveté, creativity, persistence & luck!” which frankly are the key ingredients for any successful project.

Why Naiveté?

In the beginning I thought it would take a few months to sell the project, and then someone told me it would most likely take six to 12 months, which both relieved me and frustrated me at the time. Ultimately it took more like 24-36 months before the project went from concept to funding

Honestly, I probably would have never tackled the project if I had known it would take two, almost three years before it was finally prioritized and funded. The reality is that you have to be naïve and overly optimistic about how long it will take otherwise you’d most likely give up before you start.

Why persistence?

Because while we all start out naively, success ultimately requires persistence, otherwise we’d give up before crossing the finish line, especially when the finish line seems to just keep moving further away. The challenge is to figure out the difference between persistence and stupidity, as success is never guaranteed.

Why creativity?

While persistence is critical, you need to keep coming up with different sales pitches and throwing them against the wall to see what sticks. And we came up with stories based on fear, greed, greatness, customer experience, you name it with all sorts of different charts that showing how we’d save money, save time, make money, grab new markets and so on and so forth as we drafted presentation after presentation. And each time our story became a little crisper, gained us new advocates and helped us slowly crawl up the prioritization list.

Just like any other types of sales, when you are asking for people to part with their money and resources, it’s rare that you create the perfect pitch the first time. Instead you need to view every pitch as an experiment, where you are making as many observations and potentially asking as many questions as you are answering, otherwise you are wasting time. So identify what went well and modify what didn’t – and keep selling until someone bites!

So what was the final ingredient required for funding?

Luck! Without luck, I don’t know that we ever would have gotten the required nor the desired funding, but part of luck is being ready at the right place and right time when the opportunity arises. And while most of us would love to credit our brilliance for success, and blame bad luck for our failures, the reality is that lady luck is equally present in both.

But without the naiveté to start, the persistence to keep going when it seems hopeless & the creativity to keep coming up with new pitches, you will rarely be in a position to enjoy lady luck’s sunshine.

So put on those rose-colored glasses, but with flexible titanium frames that will hold up to the abuse, and get started pitching!

Bad UX! Bad product management! Bad RIM! Or, why does my BlackBerry have a flashing light?

Want to know why the RIM management team should be fired and BlackBerry has gone from cool to crap?

The green flashing light!

Anyone who’s owned a BlackBerry knows what I’m talking about. In the top right corner there exists a mysterious flashing light – sometimes it’s green; sometimes it’s red. What it does and why it’s flashing no one knows and no one cares as far as I can tell.

Instead, it just irritates! At night if I want to use the alarm function or want to leave my phone next to my bed I have to cover it with a shirt or something else so it doesn’t bother me. I finally managed to figure out how to turn off the green light but now an orange one appears…. sigh 😦

I’m sure I can find out how to turn that one off as well but my point here is: How many tens of millions of dollars has RIM wasted on a feature that adds limited to no value – or even negative value over the years?

Just because a feature may have made sense in version 1.0 doesn’t mean it makes sense in version 2.0! As a product manager you have to be ruthless about what features to include and which you exclude.

Products are just like art – whether music, writing or photography – what you exclude is just as important as what you include. There’s a classic scene from the Movie Amadeus where the king tells Mozart, “It was good there are just too many notes. Just cut a few and it will be perfect!”

Take that too heart! It will save you money from developing drivel that few people use and frustrates even more users.  Even better, it will focus your efforts on polishing the key pieces your customers really care about.

Just imagine all the wasted engineering and design efforts that have gone into enabling the flashing lights. I can just imagine being in design reviews where they’re trying to increase their screen size but can’t because of the flashing light.

RIM wake up! Eliminate the flashing light and focus your efforts on what we really want: Touch screens, bigger screens and more apps! Until then I’ll wish I had an Android or iPhone.

Am I right? Let me know what you think.

Why I hate the term product manager

Product managers are supposed to be the voice of the customer and the market, but in most companies that’s a lie. Why? Because a product manager by definition is first and foremost responsible for their product – which is inherently internally focused. As a result, when they look at the outside world it’s almost always through the lens of their specific product.

Instead of looking at how their product fits into the customers’ ecosystem, processes, etc… they look at how their customers fit into their product – and then can’t figure out why adoption rates are so low.

And since in larger organizations each PM typically looks at the world through their product silo, it’s difficult to figure out how each of the pieces fits together.

So what can organizations do?

Create market, customer, persona or process advocates

Organizations need customer or persona advocates that aren’t tied to a specific product but instead responsible for becoming the subject matter expert on the markets, customers, personas or processes served by the company.

In some companies the UX department handles this but oftentimes the UX group is more focused on the screen design usability without understanding the larger context.

By making individual PMs responsible for being customer advocates it should help force the product managers to be more customer centric and drive collaboration across the organization.

Map the customers’ customers journey

I’ve read a lot about customer journey mapping but for the most part it’s always been in the context of the customer’s journey with your company. For B2B companies, mapping the customers’ customers journey may be even more helpful as it forces you to understand what your customers’ processes are and how you potentially fit or don’t fit into their processes as your number one goal is to help your customers be more successful.

By mapping the customers’ customer journey you should be able to spot opportunities to develop new products or better position your existing products to meet your customers’ goals.

Tell me what you think.

Newspapers: Problem child or cash cow?

I still remember my first day at the Orange County Register back in July 1994.

I assumed, now that I was going to work at a real paper, I’d have access to the latest and greatest technology and could use my hard-earned statistical analysis and computer cartography skills to do some Pulitzer-prize winning computer assisted reporting.

Then I saw my workstation, a PC XT with 4 MHz of computing power and no floppy drive – incredibly archaic even by 1994 standards.

The next two years were both thrilling and demoralizing, as I tried to make sense of the contradictions between newspapers’ huge profits and their almost complete lack of investment in technology, training and adequate news resources.

It was always a source of grousing amongst us reporters, as we couldn’t understand why such a profitable industry paid so poorly and invested so little in new initiatives.

Then, I left the newspaper industry, became a product manager and learned about the “Boston Box.” And suddenly, I understood why such a profitable industry invested so little in its people and products.

The Boston Box, also known as product lifecycle management, divides products into four basic categories.

Boston Box

  • Problem child/Question Marks: A new product that requires significant investment to grow and become profitable, e.g. new Internet initiatives.
  • Star: Assuming the product crosses the chasm, it becomes a star – characterized by high profits and growth. A star needs to be carefully nurtured and given the investment required to continue growing.
  • Cash Cow: At a certain point the product reaches maturity and is no longer growing in market share and or revenue stagnates and begins declining. At this point the goal is to maximize profitability and milk the cow for as much cash as possible.
  • Dog: Finally, the decline steepens and the goal is to profitably retire the product before it begins sucking resources from new replacement products.

Can you guess which category traditionally newspapers belong in?

You guessed it. The cash cow. Lets see stagnate revenues and gradual declines in market share over the last 20 years as circulation declines. So what does a “smart” manager do? Minimize investments and maximize profitability. They focus primarily on cost reduction to maximize efficiency, instead of investing for growth.

Whenever possible they merge with thecompetition to create a monopoly (product quality isn’t as much of an issue) and eliminate “redundancies.”

The problem with this thinking is that if they focus primarily on cost cutting, the quality of their product deteriorates and the customer base flees, resulting in yet more cost cuts and lost customers, accelerating the downward cycle.

On the other hand, if investors view the business as a cash cow and are expecting it to deliver 20% net profit margins, it’s hard to make significant investments without upsetting the “street.”

The problem newspapers and local TV news face now is that in order for them to make the transition from the old to the new, they need to invest heavily in new ventures that will initially take away from their profitability. And not only that, but now newcomers are using market shrink strategies to grab market share, e.g. Craigslist, and stealing revenue from newspapers.

So are newspapers cash cows, problem children – or dogs? And what’s going to happen next?

Your thoughts?