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Capitalization of Ideas

“If I develop ideas for new products and features, then I should be able to make some money from it, but I don’t know how to convert ideas to solutions, nor distribute those solutions so that they are profitable.”

Some types of information assets are more readily turned into cash than others. When information assets are close to being turned into cash, it's easy enough to recognize it as the intellectual capital of a firm or person. As information moves further and further away from liquidity, it may become harder and harder to recognize it as intellectual property, or an information asset.

In the diagram above, having a complete launch plan, with a set of developed requirements, a release roadmap, a business plan containing a market analysis, the set of problem statements you intend to address, and supporting market evidence, would be worth more than just a single piece of undeveloped market evidence. Under normal conditions this is correct.

The diagram illustrates 7 processes (illustrated as gears) and 7 repositories (cones) or ‘Warehouses’ filled with information assets. One asset is ‘consumed’ or purchased and taken off the market to produce another. These cones together represent the innovation portfolio of the firm or individual, and has real value. One responsibility of Portfolio Management is to maximize the value of this portfolio of innovation assets. Collectively, these warehouses of innovation assets are referred to as the Seven Pillars of Innovation Assets.

The seven types of assets are produced by the activities of each of the Seven Pillars respectively. The asset is a work product of that pillar's process, and is the primary business purposes of that process. The Market Sensing Pillar collects data to produce market evidence. It is typically listed first, or on the far left, because this activity and its corresponding asset, is the furthest from liquidity.

In practice, each of these processes run independently of each other, and there is no head or tail. Individuals start where they have resources to develop other assets. After a launch, you certainly want to do market sensing to determine the success of the past launch.

Now, the warehouses containing your innovation assets are called Vaults within GrandView. The innovation assets within these Vaults are valuable to you and others. If someone desires an asset that you put up to be sold, they pay you for the asset, and the asset is transferred from your vault to theirs.

Whenever a product is sold, any asset linked to it receives a portion of the sale. Some people receive revenue for selling assets, and others from taking the product to market. Just how to create competitive innovation assets are taught in the e-Learning courses.

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Asset Development

“If I create innovation assets, then I can be monetized for my efforts, but I don’t know how to build assets.”

Information Assets such as market evidence, problem statements, business plans, features, roadmaps, requirements, and product launches are developed, and depending on which assets are used, will produce a very different product.

When addressing the development of Innovation Assets, one of the first questions I’m asked is, “Where do I start?” In a different blog posting, I can share a self-assessment and worksheet that will point you in the right direction. It will identify if you are experiencing ideation constraints, conversion constraints, or diffusion constraints; and point you to the correct assets to strengthen your process.

For now, let me explain the overall concept. The diagram above represents an information and asset flow pipeline. When clean, things flow through the pipeline without obstruction or constraint. The throughput of the pipeline (# information packets/time) is optimal.

When pipeline sludge builds up in terms of Ideation, Conversion, or Diffusion constraints, the pipeline throughput is lowered. The game is to identify the constraints, and then deploy processes that will break the constraint and develop the specific asset more competitively.

Now, it turns out that there are hundreds of ways to build any one asset, and depending on your constraints, one method is better than another. So yes, learning how to do market sensing from one of our courses will help, but gaining insight into what will improve your pipeline’s performance requires a little thought and a self-assessment.

You can learn anyone of these methods for Market Sensing, but selecting which one is the trick. If you’re learning it to improve the performance of your internal Pipeline, then you will want to focus on your performance constraints. If you are developing new market evidence assets to sell in GrandView, then you should do some market sensing, and anticipate the market demand, know how to satisfy your targeted market, and do a little competitive analysis.

Now that you know what type of asset you want to develop, and you know what for, you’re in position to get real value out of taking a course in Market Sensing, or from any of the other pillars.

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Open Market

“If I create innovation assets, then I can sell them for real money, but I need a place to sell my assets.”

GrandView is an Open Market for buying, selling and trading innovation assets. We provide an Open Market with no barriers to free market activity. There are no licensing requirements, education requirements, or practices that interfere with people participating. Our Open Market does create some competition and you do have to join the pmNERDS community to participate, but membership is free. In an Open Market, there is a difference between barriers to entry and costs of entry.

Barriers to entry are imposed upon a market process. Because they are a political phenomenon, they’re unrelated to the cost (in terms of resources used) of a particular product. Unlike costs of entry, barriers can prevent value-added enterprises from satisfying unmet needs. They’re an unnecessary obstacle. i.e. PMI certification, college degrees, licenses or other certifications. In GrandView, we aim to remove or at least reduce the impact of traditional barriers to entry.

Costs of entry are also an important part of the market process. They represent the scarcity of both time, supply of innovation assets, and trained resources. Our community addresses some of this. Collaboration on the development of assets can further reduce these entry barriers. Our aim, is to reduce these barriers until the only barrier is your time investment. It’s true, if you decide to, you can accelerate time to value by investing in training to move your enterprise ahead faster.

Because GrandView is an Open Market, there are no barriers to entry, in political terms and financial terms. The only, not so political requirement, is community membership. This is necessary for security and member identification. It is through your membership that we identify who develops what, and who to pay.

You might be asking yourself, is GrandView going to be a competitive market, of course. There is a presence of competition and self-interest among individuals, but we also recognize there is a blurry line between competition and cooperation. The concept of cooperation is embedded in the meaning of the word “compete.” A valid meaning of competition would be "to aim at together," "to try to reach together," and "to strive after together." While teams and virtual companies are cooperating with each other to take a new product or service to market, individuals compete by developing competitive innovation assets. There is a competitive advantage to the person who creates assets more efficiently with higher levels of perceived value. More of their assets will be purchased and used in tangible products that are sold. Each individual develops a brand or reputation. Their assets may carry higher perceived value, and are sold at higher prices.

In GrandView, we want people to be competitive, since competition creates the best products to meet the needs of the customer, but also be cooperative. The type of cooperation implicit within competition does not require that competitors be warm and friendly toward each other, but it does allow them to work together to create a better product. Cooperation gives us a situation in which the participants seek out win-win outcomes from working together. We want to think of GrandView’s Open Market as a blend of competition and cooperation.

Join the Community today and start learning how to build assets, contribute to the market, create virtual companies, sell to a global market, and generate personal revenue!

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Alden Ibbetson
I've actually been on those mountains! Love the picture! Who can I speak with to learn more information about grandview? When I go... Read More
Wednesday, 04 October 2017 11:56
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Blog Posts

“If I comment on blog posts,
then I contribute to the intellectual content of the community,
but this takes time and could be embarrassing.”

We have all heard that there is no such thing as a dumb question, and we have all heard a dumb question as well. If you feel you may have a dumb question, then just rephrase it. If your concerned about the “Deep sea fishing rights of teenagers?” you could ask, “What about teenagers?” and that may seem like a dumb question. I find that most dumb questions are really good questions, but suffer from poor abridgement. My advice is think about the context of your comment, but don’t give up on making the comment.

We need your questions, ideas, reactions, doubts and yes, even argument and rebuttals. The comments on the blog post is of much more value than the original post. Please help build this value by commenting on the posts. In our community, it’s the Conversation That’s King.

Now, where do these blogs come from? Our Integrated PM consultants, Course Designers and Instructors, Partners, Guests and Approved Bloggers all post blogs. This is an Open Community, and we want to hear from everyone. For security reasons, we do control who has access to posting a blog, but that shouldn’t constrain any members from commenting on existing blog posts.

Yes, there are some rules of etiquette that we hold everyone to, but rather than listing each expected behavior, I’d like to just say respect each other. We should be able express our thoughts without personally criticizing others. We must respect the right of others to express and even compete their thoughts and new ideas against our statements. But, never should we have to tolerate personal attacks. These will be promptly removed. If you would like to volunteer as a community Blogger, or Instructor reach out to us and we’ll get you started.

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e-Magazine

“If the Center of Excellence continues in developing Integrated PM then different and innovative performance improvement methods will increase, but members won’t know of their existence or how to apply them.”

New methods within the discipline of Integrated PM are being developed at a rate of over 15 per month or 180 per year. It takes even the smallest teams over 21 days to adopt a new method or less than 18 per year. In 6 months, your team will be behind by 81 new methods. You just simply can’t do them all. This fact implies that if we want to stay competitive, we must review and select out of all the new methods that we could do, what methods should we do.

The Center of Excellence needed a communication channel that makes this information accessible. Today it supports topics for children, young adults, adults and families, small businesses, and enterprises. It provides insight into the application experiences as they deploy Integrated PM principles in their environments.

The magazine editors have identified lots of cool features that will continue to enhance the reading experience, increase collaboration, and increase the value of mobile access, while at the same time improving the quality, relevance, and breadth of information gathered.

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Call For Papers

“If I write-up a study of our experiences with Integrated PM, then it could be published in the R&D Journal of Integrated PM, and be improved upon for all our benefit, but I don’t have the quantitative data that is expected in a scholarly R&D Journal.”

The difference between qualitative and quantitative studies is more than just levels of abstraction. Turns out acceptance is another difference. We need papers utilizing the power of qualitative assessments. Let me explain.

Integrated PM research is a project value realization activity, and project value realization is a philosophy concerning how to create competitive advantage using projects. As a philosophy, project value realization competes against other philosophies that make different prescriptions for business success. Notable among competitors to the project value realization philosophy are

  • the marketing philosophy (success comes from focusing on markets and customer’s needs to guide business decisions),
  • the innovation philosophy (success comes from technology leadership),
  • the quality philosophy (success comes from building the highest quality products),
  • and the financial philosophy (success comes from making the most efficient use of resources).

At pmNERDS, we believe that Integrated PM is a combination and acceptance of all these philosophies as essential parts of the entire system. Because Integrated PM research reflects an enterprise wide business philosophy, and because this philosophy focuses on learning, organization change may be required when the firm desires to improve its project’s performance with respect to Integrated PM research. Put another way, to be truly effective, Integrated PM research cannot be treated as an isolated function assigned to specialized staff. It must be a cultural orientation that suffuses the organization.

For Integrated PM research studies, the core competence is problem formulation skills. Most business situations do not present themselves as clearly delineated problems but as tangled messes that might be approached in a variety of ways. To succeed in an Integrated PM research study requires that the author clearly articulate the problem to be addressed and the specific kinds of information needed.

If someone was to pick up a project study you might think that factor analysis was a more important component of commercial Integrated PM research than focus groups. In fact, statistical techniques have their place, but are more likely to be seen in academic than commercial research contexts.

There are good historical and sociological reasons for the relative neglect of qualitative Integrated PM research techniques. First of all, the path to promotion and prestige in academic social science rests on the ability to master arcane statistical analysis. Ph.D. programs in projects and in supporting disciplines such as psychology and economics heavily emphasize training in statistics and associated mathematical subjects such as probability theory.

The best journals feature the most elaborate and advanced statistical treatments. Publication in such journals is sine qua non for promotion and tenure. As a result, most instructors teaching projects, particularly those teaching in the better graduate programs, owe much of their career success to their facility with and mastery of statistical analysis. It should come as no surprise if their course syllabi and the textbooks they choose also emphasize the analysis of quantitative project research data.

In IT, as in academia, there is also a bias towards quantitative data. In most technology firms, especially those that sell business to business, management staff consists of engineers and scientists. These are people whose career success may initially have rested on the mastery of the intricacies of the physics that underlie electrical engineering. This background leads quite naturally to a demand that Integrated PM researchers deliver precise numerical estimates.

Unfortunately, training in the physical sciences is not always a good preparation for training in the social sciences. Human data are different from physical data. Most notably, measurements on humans are subject to much greater uncertainty than the measurements taken on things, and are much more mutable- what is true today may not be true tomorrow, and what is true for this client may not be true for another client. Qualitative techniques are ideally suited to grappling with uncertainty and novelty.

In summary, the discipline needs Integrated PM research papers that corrects for the unequal and subordinate emphasis typically placed on qualitative techniques. Members of this community are in particular need of the potential benefits delivered by qualitative research. That is, technology managers, PMO Directors, Marketing Directors, are less familiar with non-quantified but disciplined social science research.

Perhaps more important, quantitative Integrated PM research techniques are often unsuitable for project markets, inasmuch as they may presume a sample drawn from a large homogeneous population (projects are most often fragmented and small), easy -to-explain product functionality (project products are complex), and a stable competitive and pricing environment (projects change rapidly). All these factors play to the strength of qualitative techniques.

Please then, don’t hesitate in submitting your research, there are additional blog posts that can help point you to research methods, and section editors who have volunteered to help bring your ideas to the rest of the community.

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Open Access Journals

“If I publish my research papers in the R&D Journal of Integrated PM, then other members of the community can base future research on my finding, but people outside our community won’t see it, and the benefit of publishing my studies is directly proportional to the number of other researchers reading it.”

You bet, there have been many different models for publishing journals containing research and development material. With electronic publication, we are no longer limited to a single publishing model, and it appears that for the foreseeable future a variety of different publishing models will operate in parallel. While still accounting for only a fraction of the overall scholarly publishing system, there are currently in excess of 2,700 Open Access Journals in the Directory of Open Access Journals. OA Journals operated by groups of colleagues, will never be the dominate form of scholarly publishing; but at the same time their numbers continue to grow, as does the quality of material they contain and their acceptance among scholars.

One of our reasons for going this direction is to provide information access to those who otherwise would not have the resources to acquire such resources. One of the most striking differences between paper and electronic publication is the cost of distribution. For paper journals, the cost of distributing each copy is significant and the only practical means of funding these journals is through subscription fees. With electronic distribution, the cost of dissemination disappears, making it possible to distribute journals freely to anyone who wants to access them and find other means of funding the operation of the journal. Calls for distributing at no cost and finding other means of funding began almost as soon as journals appeared in electronic formats.

The R&D Journal of Integrated PM is built on an open access journal framework which provides access to the OAJ community and is part of a global network of indexed journals, and can be accessed at most universities worldwide. There are five main purposes for pmNERDS to sponsor this R&D Journal on Integrated PM.

1) Most would agree that OAJ provides the most comprehensive, up-to-date and authoritative archive of information in a given scholarly field. Obviously, the accuracy and quality of the material contained in this archive is of central importance. Peer review services are one of the most important mechanisms for validating the information contained in these journals.

2) Communication among professionals working in the same field is another important objective. Within the Center of Excellence, Communication is King. The R&D Journal provides the foundation for that initial discussion which leads the practices of both innovation and learning.

3) The Journal also plays an important role in maintaining community standards on how research and practice development are conducted.

4) Recognition and reward might seem unimportant to some, put the submission of papers would justifiably stop if there wasn’t a benefit for doing so. The distribution and acknowledgement of achievement is an important role of the R&D Journal

5) Not all the information in the Journal strictly focuses on scholarly research. The Journal also acts a means of tying our Center Of Excellence together. The Open Access Journal provides many benefits to the community and the research contributor. We are constantly adding new capabilities to the journal in terms of submission process automation, reviewing, publishing, and distributing content. Feel free to reach out and volunteer to review submitted articles, and proofread submissions.

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Research & Development

“If I conducted an Integrated PM experiment, then I’d learn more about how Integrated PM improves project performance, but I haven’t had training in designing and conducting experiments, where do I start?"

Research projects come from Workshops, and our members interests. Once a project is proposed, members are needed to repeat and validate findings. Others apply the results to new practices of Integrated PM.

Let’s say you’ve developed a well-constructed problem statement. This is the kind you have before starting any project, and this includes a research project. Our next step is to construct the research design. Design decisions depend on the purposes of the study, the nature of the problem, and the alternatives appropriate for its investigation.

Once the principle purpose has been specified, define explicit scope and direction, attention needs to be focused on a delimited target area. The nature of the problem then plays the major role in determining what approaches are suitable. Design alternatives can be organized into nine functional categories based on these differing problem characteristics:

  1. Historical
  2. Descriptive
  3. Developmental
  4. Case or Field
  5. Correlational
  6. Causal-comparative
  7. True experimental
  8. Quasi-experimental
  9. Action

I’ll be committing a separate blog post explaining each of these categories of experiments in more detail later, for now consider this overview.

HISTORICAL- To reconstruct the past objectively and accurately, often in relation to the tenability of a hypothesis. “A study reconstructing practices in the teaching of Program Management in the United States during the past fifty years; testing the hypothesis that the PMI is the real author of current project management practices.”

DESCRIPTIVE- To describe systematically a situation or area of interest factually and accurately. “Population census studies, public opinion surveys, fact-finding surveys, status studies, task analysis studies, questionnaire and interview studies, observation studies, job descriptions, surveys of literature, documentary analysis, anecdotal records, critical incident reports, test score analysis, and normative data.”

DEVELOPMENTAL- To investigate patterns and sequences of growth and/or change as a function of time. “A longitudinal growth study following an initial sample of 200 PMs with from six months experience to 10 years experience in PM; a cross-sectional growth study investigating changing patterns of PMOs by sampling groups of PMO Directors with various levels experience; a trend study projecting the future growth of Integrated PM from the past trends and recent building estimates.”

CASE AND FIELD- To study intensively the background, current status, and environmental interactions of a given social unit: an individual group, institution, or community. “The case of the capacity planner with great credentials, but poor leadership skills; an intensive study of a group of teenage youngsters with PM training; an intensive study of a typical company in the Midwest in terms of its Integrated PM characteristics.”

COORRELATION- To investigate the extent to which variation in one factor correspond with variations in one or more other factors based on correlation coefficients. “To investigate relationships between task duration and one or more other state variables of interest; a factor-analytic study of several Integrated PM roles and capabilities; a study to predict success as a product manager based on intercorrelation patterns between project managers and selected marketing variables.”

CAUSAL-COMPARITIVE- To investigate possible cause-and-effect relationships by observing some existing consequence and searching back through the data for plausible causal factors. “To identify factors related to the project performance problem in particular organizations using data from project plans over the past ten years; to investigate similarities and differences between such groups as portfolio managers, program managers, capacity planners, and project managers, using data on file.”

TRUE EXPERIMENTAL- To investigate possible cause-and-effect relationships by exposing one or more experimental groups to one or more treatment conditions and comparing the results to one or more control groups not receiving the treatment (random assignment being essential). “To investigate the method effectiveness of teaching Integrated PM to elementary school students using random assignment of teaching methods and students; to investigate the effects of a lunch break on the performance on projects based on random assignment of projects and lunch breaks.”

QUASI-EXPERIMANTAL- To approximate the conditions of the true experiment in a setting which does not allow the control and/or manipulation of all relevant variables. The researcher must clearly understand what compromises exist in the internal and external validity of her design and proceed within these limitations. “Most so-called field experiments, operational research, and even the more sophisticated forms of action research with the attempt to get causal factors in real life settings where only partial control is possible.”

ACTION- To develop new skills or new approaches and to solve problems with direct application to the classroom or other applied setting. “An Integrated PM training program to help PMs develop new skills in facilitating project discussions; to experiment with new on-line approaches of teaching Integrated PM to PMs; to develop more effective consulting techniques in Integrated PM.”

Research and Development of Integrated PM methods is a powerful way of growing the practice, each of us standing on the shoulders of those before us, while preparing to carry those not yet here.

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Innovation and PM

OK, so are you a member of the Product Management Team or Innovation Group? Are you a product manager, or an innovation controller? What is the difference between innovation and product management? I think the problem resides in the definition of these two concepts; product management and innovation.

So let's grab the Oxford Dictionary and take a look. It tells us that innovation is "The action of innovating; introducing a new product into the market; a product newly brought on to the market. To change (a thing) into something new; to alter to make new; to make changes in something established."

I think everyone would have a problem with this definition. I guess it's kind of exciting. This is one of the words whose meaning is changing very rapidly in terms of language anyway. Less than seven years ago, the general public would have accepted this definition. Today, the current meaning of the word is harder to get to. Wikipedia, does a good job recognizing that this definition is on the move.

For product people, besides being new, or changing, we add a value component to the definition. The current definition might look more like: "The action of introducing a new product, feature, or offering that delivers value to the market and its stakeholders." Now, what's product management? According to The Product Manager's Field, by Linda Gorchels, "Product Management is the entrepreneurial management of a piece of business (product, product -line, service, Brand, segment, etc.) as a 'virtual' company, with a goal of long-term customer satisfaction and competitive advantage." In Steven Haines's Desk Reference, he defines product management as "business management at the product, product line, or product portfolio level."

I find that a more working definition of Product Management to be "the action taken to increase an organization's competitive advantage through product initiatives." I find that focusing on the individual product manager or the individual tasks of the product manager misses a great deal of product management.

Michael Porter explained Competitive Advantage in detail. For our purposes, competitive advantage can be summarized by its two components of differentiation and cost-position. Differentiation is increased by delivering more value to your customer's value chain than your competitors do, not by being different. An improved cost-position is created by being able to do things more efficiently and effectively than your competitors can.

Notice that the first component of Competitive Advantage is about bringing value to the market. The second component of Competitive Advantage is about bringing value to your stakeholders. This is our definition of product innovation. The innovation process is; Market Sensing, Problem Solving, Opportunity Definition, Feature Definition, Roadmap Definition, Requirement Definition, and Launch Definition, or the Seven Pillars. Product Management is the application of the Seven Pillars to Products.

So when it comes to product initiatives, the activities of product management and product innovation are the same activities.

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The Scientific Approach to Innovation

Doing performance modeling as a consultant, the biggest problem we had wasn't building the model, the devil was always in the model's validation. How do you know that the model is connected to reality? This issue was such a common occurrence that I named it the Excel Syndrome. I don't know if you've noticed, but Excel spreadsheets are this way. You may have all the formulas right, but those who haven't built it, or reviewed it in every detail, have little faith in the results. All modeling is this way, even fun simulators with fancy animations.The Excel Syndrome is such a basic truth that it extends way beyond modeling.

Let's take a look at The Scientific Approach to Innovation!

To turn your innovation initiatives into a science, the organization must go through three distinct stages:

1) Categorization–Creating boundaries around what is being included and what is not. Yes, you mathematicians will recognize this as stating the domain and range. I'm not very good at English, maybe this is setting the theses of a paper. Perhaps others will call it defining you name space, or the scope of the experiment. In the case of social targeting from Beth's post, this categorization was required before any random sample could be taken, before any hypothesis made, and before any targeting could happen. She says that Ghani called them, those who were useful to the campaign team. You can be sure that the selection criteria for those people was well known. It always surprises me how many people trying to improve their innovation practices shy away from this task. Well, OK, not really, it's a big job. But I am surprised at how many try to proceed without it. This cripples the next step, correlation.

2) Correlation–Which is about understanding the relationships between what was categorized in the previous step. Let me call these things elements. In Beth's posting, these elements were people useful to the campaign team. A certain amount of experimentation took place discern those relationships she mentions, including email frequency, and dollars requested. Sensitivity analysis on the parameters of the model is a prerequisite for all performance modeling. You certainly don't want to build a model with a parameter for everything the universe has to offer. The beauty of a performance model is in its simplicity. 

3)Effect-Cause-Effect Thinking–Now with stages one and two in place, we're in a position to hypothesize, and test that hypothesis through observation using well defined experimentation methods. Observe an effect, hypothesize about its cause, and look for other effects that should be present if your hypothesized cause was correct. With experimentation like this, we take the guess work out of process improvement, turning innovation into a science.

In the case of innovation, systems thinking is extremely useful if the elements in the last step have been strategically selected to be information assets. If, we further use the categorization provided freely by the Seven Pillars which is a Knowledge Management Architecture. We end-up with a system-of-systems model, which has been well studied, and keeps the management and improvement task simple.

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Do You Educate Your Market?

A step that product management teams often skip in the innovation process is working with the customers on what to expect in the next product release. The success of a new product release often hinges on the relationship between the product management team and the existing customers.

When that relationship goes smoothly, the new product initiative does as well. There are many factors to keeping that relationship on track, but perhaps none is as important as educating the customers on what to expect.

Sometimes the amount of perceived change can be overwhelming to the customer. Sometimes, there is a lot for the customer to learn. Can you imagine the task a potentially new customer is facing in cases like this? Many times, the problem is that the product management team underestimated the complexity of the new release. This complexity can be more than the sum of the new changes introduced in a given release.

Without a clear understanding of this complexity, the product management relationships can become strained right at a time when everyone needs to be working together as closely as possible. For product managers, teaching customers and perspective customers is an investment in time and money, however; with the product management team stretched (both manpower and resources), is it worth the investment?

I love these kinds of questions. I've found that there exists a type of special questions that we shouldn't try to answer. The correct response to this type of question is to avoid the question all together. In this case, asking if you should invest in training the market for the release is the wrong question at the wrong time.

Truth is the product management team has a natural desire to keep concepts held close to their chest. The issue here is all about degrees. Of course, some things you will never share with your target market, but most things need to be reviewed and discussed over time.
You can never touch the customer without leaving a fingerprint, and this fingerprint should always be in the form of a well crafted message that nudges your market toward where you want them. If there remains a large gap when the release takes place, then you haven't touched them enough in the innovation process. With each validation step, with each marketing message, we nudge the market along.

At the release, there should never be a “tah-dah!” moment that the customers are surprised by what's being released. There are no SURPRISE requirements, only EXCITMENT. And in the case of excitement, anticipation increases the level of excitement. Don't wait until the release to announce what will be in it. The ramp-up time, and low levels of excitement resulting from your lack of touching the market could cost you your market share.

Remember, educating the market is something we all do. Our lack of touching teaches the market something about us, our touching also teaches the market. The question is, are you teaching them what you intend to, not are you. Of course you are, there is no standing still.

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