Embracing Customer-Centric Product Management

{"nodes":[{"type":"PARAGRAPH","id":"rarg3249","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Expert Insights on Project Delivery: A Candid Conversation with Christopher Gentry","decorations":[{"type":"BOLD","fontWeightValue":700}]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"ry844253","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":" ","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"i30qk257","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Here are five key questions about the current state of project delivery, explored in an interview with Christopher Gentry, Founder and Principal Consultant of Christopher Global, who shared his expert insights on the topic:","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"494hc259","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":" ","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"2f1pl261","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Q1. How do you address the challenge of scope creep in your projects?","decorations":[{"type":"BOLD","fontWeightValue":700}]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"bsajz263","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"\n","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"I see scope creep not as a negative, but as a form of change—and change is inevitable. The key question is: What impact does this change have, and does it trigger a chain reaction within the project? Customer expectations, business requirements, and product specifications evolve constantly. Scope creep can simplify or complicate a project, but the priority is always to document the change and follow the change management process.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"ajdpl265","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":" ","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"p2lic267","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Q2. What strategies do you employ to ensure effective communication among diverse stakeholders?","decorations":[{"type":"BOLD","fontWeightValue":700}]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"lxxd2269","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"\n","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"Be thorough and proactive—never make assumptions. If you haven't spoken directly with a stakeholder, you cannot be certain of their knowledge or expectations, and that oversight falls on you. While not every stakeholder needs to attend every meeting, they must be engaged at least once a week. The more stakeholders involved, the more frequent your touchpoints should be—unless you can consolidate them into a single weekly meeting. Email alone is insufficient; ensure you have at least one face-to-face or direct conversation with them each week.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"au4gs271","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":" ","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"o536b273","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Q3. How do you manage resource constraints, especially in terms of budget and personnel?","decorations":[{"type":"BOLD","fontWeightValue":700}]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"bxnk4275","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"\n","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"Prioritization is your most effective tool for managing constraints in scope, schedule, budget, or resources. When challenges arise, start by prioritizing. This allows you to clearly communicate to stakeholders what will be delivered, when, and why—ensuring that high-impact projects move forward while others are deferred to the next release cycle. Prioritization ensures alignment with business objectives and optimizes the timing of value delivery. Only after refining the roadmap should resource discussions take place. Addressing resource constraints before prioritization leads to inefficiencies and bottlenecks. Focus on prioritization first to drive team effectiveness.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"v3a9o277","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":" ","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"xlaqx279","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Q4. What measures do you take to mitigate risks and handle unexpected challenges during project execution?","decorations":[{"type":"BOLD","fontWeightValue":700}]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"nyh6k281","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"\n","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"Open communication is the most effective risk mitigation strategy. While a Type A personality can drive project success through command and control, an assertive approach can be just as impactful. Type A individuals tend to seek full visibility into project activities while also managing each task closely, which can come across as indirect micromanagement. In contrast, an assertive leader fosters trust and collaboration, leveraging relationships to engage and motivate team members. Ultimately, the most effective approach is the one that encourages open dialogue, knowledge sharing, and cooperation. Project leaders who are approachable and trusted by their teams are more likely to gain critical insights, proactively address risks, and navigate challenges effectively.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"qdcxo283","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":" ","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"w8de5285","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Q5. How do you integrate technological advancements, such as AI and automation, into your project management processes?","decorations":[{"type":"BOLD","fontWeightValue":700}]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"4t64j287","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"\n","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"AI is a powerful tool, but the hype around it often overshadows real results. While AI can significantly enhance projects when used correctly, project management remains a people-centric profession. No matter how advanced technology becomes, human involvement is essential—someone must assess what worked and what didn’t. Success comes from getting things done.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"r45pf289","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"That said, AI is invaluable for organization and communication. Written communication has never been clearer or more polished. However, after 20 years in project management, I’ve developed an instinct for identifying when something is off and taking action—an ability that AI simply can’t replicate. I primarily use AI for structuring information and refining communication, so I may not be the best source for broader AI insights.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}}],"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"foo","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The latest evolution in project delivery is the Project Delivery Office (PDO). While the terminology surrounding this function evolves as companies modernize, its core purpose remains consistent: to maximize the value of financial investments by ensuring high-performance execution and quality project delivery. The structure of a PDO should be tailored to the specific needs of each organization, adapting to its unique requirements and strategic goals.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"},"indentation":0}},{"type":"PARAGRAPH","id":"q5ka3246","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"5a78f247","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Successful project delivery organizations share several key principles. First, they must demonstrate clear business value. Without a compelling business case, securing executive support and maintaining momentum becomes challenging. Second, governance is essential to establishing standards.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"1f96i249","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"2jleu250","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":" A well-defined and widely accepted project delivery methodology fosters enterprise-wide collaboration. Conversely, if the approach is unclear or inconsistent, teams may resist adoption. Lastly, setting clear expectations for project professionals and stakeholders is critical to PDO implementation. Without a shared understanding of roles and responsibilities, adoption efforts may face significant obstacles.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"mgxai252","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"ostdt253","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"To successfully implement a PDO, organizations should approach it as an enterprise-wide initiative, emphasizing structured adoption and communication. Implementation should be phased, with a well-communicated project plan that aligns with the organization’s broader strategic objectives. ","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"ky6n3255","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"5ddpo256","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Each phase—ranging from initiation to planning and execution—should be clearly defined, supported by a communication plan that articulates expectations and fosters engagement across the enterprise.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}}],"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"foo","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Resisting change hinders both individual and organizational progress. Instead of focusing on the challenges, companies and employees should shift their mindset toward the opportunities change presents. Aligning with a clear vision, understanding the direction of change, and actively engaging in upskilling and adaptation will ensure long-term success in an evolving digital landscape.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"},"indentation":0}},{"type":"PARAGRAPH","id":"4k6je234","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"dtkfu243","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The most significant technological shift in recent years is the widespread adoption of Artificial Intelligence (AI). Yet, many employees and leaders alike perceive AI as a threat—viewing it primarily as a cost-cutting tool that displaces jobs. This fear often overshadows AI’s true potential: a powerful enabler of efficiency, decision-making, and innovation. AI should be seen as a tool that complements human expertise rather than replaces it. As technology advances, so must our skills and capabilities. ","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"jzt3c236","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"8xia2250","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Change also impacts people. Professional relationships take time to build, and layoffs or restructuring can be unsettling. However, it’s essential to view workforce adjustments not merely as cost-cutting measures but as opportunities for both individuals and businesses to adapt, grow, and thrive. While layoffs are difficult, history has shown that labor markets are cyclical—periods of downsizing are often followed by growth and new opportunities.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"o9yvs238","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"bdvpc257","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Among all forms of transformation, process automation tends to be the least resisted—after all, most employees welcome the elimination of tedious, repetitive tasks. However, automation does not equate to full replacement. Even the most advanced systems require human oversight to ensure accuracy, compliance, and strategic alignment.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"3m4eg240","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"9ryim264","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Change represents a pathway to progress, efficiency, and innovation. However, change often creates resistance, making it one of the biggest challenges in digital transformation.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}}],"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"foo","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Today, there is a well-hidden, yet growing trend in most organizations. The fact is that our senior leaders disagree on what is best for the direction of the company. The uncertain political and cultural environment of today is taking an unprecedented toll on what we once considered job security.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"},"indentation":0}},{"type":"PARAGRAPH","id":"ytgr0273","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"nkcku274","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Despite this, the ever-increasing buzz around Artificial Intelligence and how to keep up with it is another challenge. In the midst of these ideas and ambiguous changes, where is leadership to begin?","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"xcgsw276","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"p61op277","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"When you simplify strategy to core fundamentals, you will have a vision and a goal. Alignment issues begin immediately following the vision statement, since a vision describes where an organization is headed. Which direction is your company heading in the future and how will we get there? When each independent C-suite leader uses their own strategy and works independently, are alignment issues really a surprise?","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"5zbm2279","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"huqvl280","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The development of strategy is not a bottom-up process. The bottom-up approach to strategy is often met with missed targets and deadlines. Often it is equally imperative for the visionary and the executors to communicate the strategic plan. ","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"ain82282","nodes":[],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}},{"type":"PARAGRAPH","id":"pbh8d283","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The process flows as follows: alignment of vision > buy-in > portfolio prioritization.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"}}}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"f3d97c46-c4cd-4068-8f01-348c4e52ffae"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"foo","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Leading a culture of excellence is challenging in today's workplace, because leaders tend to think excellence isn't on their radar. This perspective makes excellence seem a little more effective than process optimization, but excellence is so much more.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"},"indentation":0}},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"dt056239","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"xv1hm240","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"By looking at the definition of excellence, you can see its tangible and intangible values are well worth leadership's time.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"99c7p242","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"7nkop243","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The Webster definition of excellence is being outstanding or extremely good. How do you meet a standard of excellence?","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"1dy3e245","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"up9ge246","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"First thing you thought about was a KPI, right? Perhaps collaboration, communication, or coordination? It probably had something to do with delivery.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"nv753248","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"wqmkz249","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"You wouldn't be wrong, but you might be a little shortsighted.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"opk3e251","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Excellence means minimizing toxic behaviors while maximizing and reinforcing positive ones. Each team member is responsible for identifying and calling out behaviors that don't add value.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"mve9h253","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"ux0tj254","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Leaders aren't solely responsible for this, but they play a big role. Maximizing positive behavior is everyone's responsibility. I don't just mean delivery teams, but anyone who works for your company.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"4hbnd256","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"d9bn6257","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"That's the point of driving excellence as a culture and as a standard. ","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"bfbe6876-6eb9-467d-91c7-b0b3cf952aca"},"documentStyle":{}}
{"nodes":[{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"51vfc231","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"When it comes to business value and strategic alignment, you usually go for one of two things. Firstly, they'd be tools to weigh each initiative as part of the portfolio, and secondly, a roadmap of the leader's goals that year. Today, either of those would be common practice, but do they really work? Let's dig a little deeper into this. ","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"c58nk233","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"ud23i234","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Just like the title of the email suggests, priority isn't about tools or following commands, it's about a strategic approach to business value. Refer back to your strategic goals. Was it easy to turn those goals into actionable initiatives that drove value? It's a good first step to drive clarity to the creation of a goal, and to decompose it into its business value. ","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"rsw85236","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"uuins237","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"What's the forecasted revenue, customer benefit, and risks? Before you can use weight scoring tools, you have to drive value and engagement through cross-functional stakeholders. In the end, no team is able to deliver end-to-end services on its own. ","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"bpmrn239","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"0pznt240","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Is your business value (soon to be business roadmap) balanced between short-term and long-term gains? One of the biggest mistakes people make when driving business value is underestimating the effort of complex initiatives that often end up being continuous investments with delayed returns. It's also possible to make short quick investments but miss your revenue targets. ","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"g6ikc242","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"5jsfi243","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"True business value may elude you due to the fact that, particularly in startups, there is a focus on acquiring new customers while delaying enhanced opportunities for existing customers. We rarely see strategic initiatives to contact existing customers and sell them the latest services planted on roadmaps, even though your current customers are also interested in what you have to offer. ","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"oinb6245","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"0onbs246","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"There's probably too much reliance on account management, rather than making this a strategic and actionable objective. Revenue strategy comes from new and existing customers, just like product strategy derives from new and existing products. Prioritization should balance what we have vs what we want.  ","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"1c4a6ed6-80e6-4284-9ed4-a07589d86816"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"foo","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"There was a growing trend in product delivery a few years ago. \"How can I get my product out faster?\" was the question. Product leaders weren't sure how to get a minimum viable product from development to revenue in a short time, so they asked this question. You could argue that was the rebirth of customer-centric product management.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"},"indentation":0}},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"iodke233","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"44pxr234","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The product lifecycle has sometimes been tricky to implement as a whole. Without a consumer base interested in your product, it's hard to predict what customers will pay for and what can take you from $0 to $1M, fast.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"57fv7236","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"n1v3y237","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"What we know is that we've adopted a minimum approach that's worked, and that's the minimum viable product. The problem is that it is challenging to create demand for our products by marketing.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"lw1sj239","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"ko9ox240","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Social media is helping leaders solve this problem. Social trends drive this research. You're a big deal if you're the first to market with a product. It's not about going faster, it's about being one of the first.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"m5h2u242","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"f2awq243","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"That's what customer-centric product management is all about. Your backlog is created by your current customers, based on their feedback and insights. They give your teams the data, the forecasts, and the knowledge to develop products they'll buy.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"3vxx9245","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"819gz246","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"What's in your backlog that's inspired by customers?","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"e03a0a5f-5c5a-48a9-a953-2dd033d9715b"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"foo","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The next step in becoming a product-centric organization is to develop product operations. What does it mean exactly? Product Ops refers to the process of establishing a discipline that emphasizes collaboration, cross-functional processes, and the use of data to guide decision-making. Essentially, it is taking over some of the more traditional aspects of a PMO, but with a product-driven approach. ","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"},"indentation":0}},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"88w1v229","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"nd69w230","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"This methodology can be used to drive alignment, efficiency, and communication with an emphasis on delivery. Its purpose is to align resources to drive product outcomes and objectives. Strategic and product roadmaps are driven by these product outcomes. ","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"5brac232","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"cmjrs233","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Product Ops also suffer from competing priorities. In any organization with a strategic focus, there must be a process by which stakeholders come together to make the difficult decisions.   ","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"fsdq9235","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"ehlvv236","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Roadmaps are constructed based upon feature prioritization. Business value is built on them. Therefore, when you structure product operations, the data must follow an in-out information flow like a PMO. ","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"nxiyk238","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"0x8z9239","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Product Operations must track data, status, and reporting as inputs and make decisions and strategies as outputs. It does not matter whether it is Production Ops or PMO Operations, these fundamentals remain the same. ","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"a300ba0d-992d-417f-b88f-f9d54c6ea700"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"ryxoz228","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Today's fast-paced business world requires us to embrace uncertainty and build flexibility. We are all familiar with uncertainty and ambiguity. Corporations have to deal with this every day. There are always changes in details, requirements, and business deals. Nevertheless, the process for dealing with uncontrollable change shouldn't change. Let's discuss what that should look like.","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"18sro230","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"oi84a231","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"In any change (ambiguity or uncertainty), understanding the root cause is the first step. Most of the time we talk about a high level, here's the problem, do we have a solution. Most things in an organization are often domino effects. We're not very good at the research process because we're only interested in performing our own tasks. The process of root cause analysis is similar to that of research. This document should unveil the end-to-end history of the problem, use case, dependencies, risks, and a solution the team can implement to pivot their direction confidently. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"ir910233","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"e1tzm234","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Second, we already discussed this, which is exposing the related risks and dependencies. In terms of the domino effect, we must understand what this impacts, how it affects what’s already in place, and where we are going. Having an ad-hoc meeting with transparent conversations is the easiest way to accomplish this. Toxic positivity is not allowed. The problem must be explained, the root cause must be identified, and solutions must be developed.","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"mkftu236","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"gb9gb237","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The third is, of course, solutioning. There are two parts to solutioning: business and IT. Workarounds affect more than one area and also have a domino effect. With every workaround, technical debt accumulates. Every workaround also changes business deals. To have that deep conversation, you have to understand the solution from end-to-end.","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"ud3y8239","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"kjegl240","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The process is simple and lightweight. While we can go deeper and more process-driven, simple can be quick or it could be all you are able to handle. There are no theoretical solutions here, just put it to use and get to work.","decorations":[]}}],"paragraphData":{}}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"c7fef9b8-519b-429e-8a0c-2c91fb63dfe7"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"w35q3800","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The trend of Agile is over. Business needs Agile. Iteration and adaptability make Agile indispensable, especially in tech-heavy fields. Here are three agile benefits in high demand in today's business environment. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"gjyin802","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"f3bq9803","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Quick value-added validation may be the most significant agile feature. Quickly turn around features and product values and validate them against projects or product requirements. Businesses would find this valuable almost immediately. Even so, implementing quick value-added solutions along with frequent business validations is a great approach to create a culture of planning, implementing, testing, and queueing in preparation for larger releases. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"nm49g805","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"1wehv806","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Agile is also desirable because incremental pivoting is possible. Achieving strategic goals and targets often requires creative solutions that alter the original plan. Imagine waiting months for a new strategy to be implemented when you already know that if you don't correct the course quickly, you're going to miss the target. An agile environment entails a possible course correction in a few weeks or after the next release, which is just a few sprints away. In this way, businesses can continuously reassess and prioritize features and functionality of greatest value to the customer or most revenue-generating to the business. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"2v0xy808","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"1kl63809","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Agile's adaptability is another highly sought-after feature. We often overlook the fact that change management is its own process that has different meanings based on different methodologies and cultures. Ops change management involves training or documenting the change from one system to another. In Project Management, change management evaluates and prioritizes changes to a project for their impact, benefits, and outcomes. It also evaluates how they will affect the project or product. If you're agile, you can iterate both processes. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"0ugk5811","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"853x2812","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Business value starts when businesses realize they have the freedom to plan, organize, and implement changes that drive revenue. This capability is a vital part of any business's sustainability and is heavily embraced by Agile.","decorations":[]}}],"paragraphData":{}}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"2e1c97c3-d4e1-413d-8a9e-110727e7a335"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"oj8kr233","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Project success is largely determined by leadership and culture. Startups have a difficult time understanding this concept. It is quite easy for your company's culture to become ambiguous or toxic when money is needed. While money isn't a bad thing, the pursuit of money and revenue can lead to demanding cultures with high, possibly unreasonable expectations. The project leader's job is to work through the culture. Instead of focusing on what we can't change, let's deal with how to get it done. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"yzhfw235","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"uxpwl236","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The key to fostering better decision-making and improving project outcomes is cultivating a strong, cohesive culture aligned with leadership. Work culture may not support this, but you can create it in your projects. The first step to creating cohesion is aligning team goals and motivations. To do that, you will need to invest heavily in building relationships with the team members. It takes time and effort to earn respect, especially in a startup environment. The second step involves obtaining data that will help you make better decisions. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"518yi238","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"gb1ze239","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Team communication is essential for staying on top of things. Data is only as good as your last update, so if it's not real time, it better be close to it. Set up a process for circulating data within the team and within the project. You can demonstrate competent leadership in your projects by incorporating these two elements.","decorations":[]}}],"paragraphData":{}}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"fd615fee-d506-4e91-b22e-3a2b85777c07"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"jvo5d228","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Timelines and product roadmaps must be aligned efficiently to prevent delays. Particularly in industries with short time to market. Getting the greatest competitive market share depends on juggling scope and schedule during the product development process. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"odadi230","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"66a8f233","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The product roadmap represents the strategy for the product development lifecycle. Each project timeline represents the scope and schedule of each product phase. Scope and schedule changes are often where they misalign. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"izb73235","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"4sgb2238","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Despite the fact that scope changes may be necessary to deliver a product, they can cause contentiousness within the business or external customers. And, we all face challenges when our schedules change. Thus, it is important to note that integrating project objectives with product roadmaps must be done with a discipline that combines both. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"u81zy240","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"viqp9243","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Methodologies such as project management can be customized. A major component of the integration process is change management. Whenever the scope changes, use project change management to prioritize and plan how to recover the schedule while adjusting the scope. ","decorations":[]}}],"paragraphData":{}},{"type":"PARAGRAPH","id":"5v0n7245","nodes":[],"paragraphData":{}},{"type":"PARAGRAPH","id":"efczi248","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"When schedule changes, use change management to accelerate where possible or adjust the timelines of other development phases or lifecycles. Keeping projects and products on track requires leaders to prioritize their efforts iteratively.","decorations":[]}}],"paragraphData":{}}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"d0dff8b9-adf6-4bc1-8548-65c6fad2d7a4"},"documentStyle":{}}
{"nodes":[{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"7kh1n228","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"The adaptive leadership approach has become less prevalent in today's modern organizations. Adaptive leadership is becoming more challenging as less and less leaders tend to interact with their own employees and supporting staff on a regular basis. An adaptive approach involves being able to pivot the direction of progress. Adaptive leadership relies on the ability to influence and acquire information.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"pasck230","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"k3483231","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Complex projects require data gathering and decision making, which is what agility is all about. ","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"bqpko233","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"5mjls238","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"How does this drive innovation? The process of innovation pushes organizations to the brink of chaos in order to inspire change. Change creates highly stressful, ambiguous environments and the attitude and behavior of the leader sets the tone for the work culture and the projects.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"9v1aq233","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"xxu1x234","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"If you want to drive innovation or change through your projects, be agile. The more realistic answer is to set the tone with adaptive leadership. Leadership that adapts to changing circumstances and communicates in a positive, directive manner are the keys to bringing about innovative change.","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"a5e5faf5-41df-4b29-ade1-9f60fa1e5158"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"foo","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"One of my clients is a large company that does not integrate Agile into its product development lifecycle. To maintain delivery flexibility, the leaders didn't want to set one specific delivery approach across all teams. The original idea was that each team could set its own project delivery method instead of leaders dictating an organization-wide process. Eventually, they changed their minds after seeing some real-time results.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"},"indentation":0}},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"vhe9r234","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"y1g6k235","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Product management has a lifecycle, and can be considered a delivery methodology, but many of the details leading up to project execution are missing.  Project management is the process of delivering a temporary endeavor from beginning to end. Agile is a value-driven development method with incremental value and iterative delivery. Thus, agile's incremental approach was enticing.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"46sm4237","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"ojh6y238","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"However, what about converting business processes to agile? The lack of understanding was quickly discovered. Agile did not force the business to depart from its usual business strategies. These business strategies were strengthened through Agile through planning and prioritizing product value. It took a competent leader to convince the organization of Agile's value. A competent leader could ease the fear of change.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"1l825240","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"chswd241","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"For a business landscape to remain dynamic, flexibility is essential. Traditionally, teams review their plans every few months (at the end of every phrase gate or cycle). Agile teams revisit their plans every two weeks, which promotes flexibility, quick adaptation, and responsiveness to change. Maintaining a product-driven project culture can be supported by Agile.","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"3b2a41ed-b235-42e7-aa1b-37f38f045621"},"documentStyle":{}}
{"nodes":[{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"koszw227","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"How can organizations bridge the gap between strategy and execution? First, let's examine what strategy is and what execution is. A strategy is a plan for achieving a goal. Execution is the act of carrying out a plan.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"5192t229","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"1i1gy230","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"How do you achieve value in a product-centric world? Benefits realization, or customer value, requires a strategy. Typically, the challenge lies in two areas: resources and alignment. Lack of cross-functional alignment, and insufficient functional resources to execute the strategy. Both are devastating risks to product and project delivery, and those risks must be mitigated.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"lth85232","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"xxwpp233","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"To prevent these challenges, product and people leaders must be consulted on strategy to ensure that they have a clear vision of what they want from the outcome. Your product and project leaders must refine schedules and scope to deliver value. Whether a company succeeds or fails depends on its ability to execute its strategies flawlessly.","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"5fad2ea1-6d96-4400-a4c3-81946d08d4ef"},"documentStyle":{}}
{"nodes":[{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"j1eqi227","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Misalignment between product and project management can be attributed to their competitive nature. Supported by strong executive support, product management focuses on product strategy. Having delivered 30% of projects on time for over 50 years, project management is a reliable, customizable method. Which do you prioritize: product vision or product delivery?","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"2s0vu229","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"k06ur230","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Rather than competing for product vision, program outcomes, or project objectives, these teams are meant to work in support of each other. Make sure both teams are accountable for the delivery of product and services, and that leadership oversees rather than favors one team over the other.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"phh6u232","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"mfuve233","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Leaders should not want either team to think their contributions are not end-to-end. That's why there's a handshake. In order to achieve maximum impact, function A must perform well, then we handshake, and function B must perform well.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"xg2yo235","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"f32bd236","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Starting by defining roles and responsibilities between the teams will help establish cultural harmony. The same as if your company were transitioning from traditional to agile delivery, you would assign roles and responsibilities based on skill sets rather than organization value. Organizational modernization shouldn't diminish the value of independent teams.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"f32jb238","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"2gpu9239","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Enhance the business value of each delivery team, regardless of which function is at the forefront of the delivery lifecycle. With this strategy, you will bridge the value gap while minimizing competition.","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"2c368a74-011f-4178-8f9a-905074c86875"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"foo","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"A client recently hired me to help them write their strategic goals. The problem with strategic goals is their simplicity. Rather than a goal, a strategic goal should be an initiative. To put it another way, the strategic goal should reflect an organizational strategy for moving from point A to point B on your growth journey. Leaders' strategic goals often reflect milestones along the journey, rather than the journey's purpose.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"},"indentation":0}},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"zqq18336","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"8uk8i337","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Leaders should leave an offsite with goals that are ready for teams to decompose into a delivery model. A PPM structure is one of the most effective and recommended. The goals should be decomposed into business cases, objectives, risks, and milestones, and can be incorporated into a roadmap once you have this information. Goals should not be recorded in a system of record where they cannot be tracked effectively and transparently.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"gg0s0339","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"whxux340","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Disguise strategic goals as unique portfolios, products, or programs that reflect the overall goal. When you enter the portfolio into a system to view and track the supporting components, you know progress is being made, or when you cannot see and track the supporting components, you know progress is not being made.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"fcu5q342","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"700v6343","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"There is no doubt that the hardest part of the conversation is educating a person on what should be considered a strategy or strategic goal. Many strategic goals can be merged into one organizational purpose and become a strategic portfolio, but the leaders may not see it that way. Thus, educating on how to construct goals is almost as important as executing them.","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"a9cd8f7f-3488-491f-9d87-3ce22acb488b"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"foo","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"“PM roles are not transformational, they are functional”. I found this statement by a senior executive to be interesting. The statement refers to a PM's inability to influence beyond their current responsibilities and role. ","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"\n","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"\n","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"A phrase often used before or after the sentence \"This is how our company uses PMs\". When you hear these thoughts, how do you respond?","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"},"indentation":0}},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"kol34251","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"\n","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"In consulting, it is no secret that enterprise projects fail when they are not supported by leaders who stand above the enterprise. Despite what you might think, this isn't obvious. It is still perceived that Product teams and Program teams do not need authority to be transformational. In my opinion, this statement is very misleading. Authority can always stop change in its tracks. The statement refers to influence. Authority never prohibits influence, but without authority change is optional. In order for organizational changes, transformations, or modernizations to produce the intended outcomes, it is crucial to clear this perception.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"ab9jf253","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"\n","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"Having this conversation is very challenging because no one, including your executives, can sit idly by and watch and monitor the progress of change. It is the norm in our modern work culture to delegate and dismiss responsibility. The opposite is true, however, if you're trying to support and implement organizational change. The discussion begins here - Dear executive, we appreciate your support, but we need you to show up to the meeting. Your presence is needed!","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"uf0yp255","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"\n","decorations":[]}},{"type":"TEXT","id":","nodes":[],"textData":{"text":"Sustainable organizational change requires authority.","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"fbc513cb-be0a-44ed-b3d3-8d9ae7f480c0"},"documentStyle":{}}
{"nodes":[{"type":"PARAGRAPH","id":"foo","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Trends are for today, strategy is for tomorrow,\" is a conversation I have with my clients. In other words, you can certainly make some quick money by following today's trends, but it's the investments of tomorrow that keep you in business. It is at this point that strategic alignment comes into play. The point isn't to predict the future, but to recognize and prepare for it.","decorations":[]}}],"paragraphData":{"textStyle":{"textAlignment":"AUTO"},"indentation":0}},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"ipsr4247","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"8bnlb248","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Many companies believe they have a good handle on this. The majority of companies, however, only consider their IT systems. There is no doubt that infrastructure is the technological component of the future, but what about people, process, and business? How have you strategically allocated your portfolios to meet their future sustainability demands? Is your business continuity plan limited to IT? Does continuous improvement receive the same priority as new product development? For the most part, businesses would say they prioritize their customers over the mirror of their business when it comes to strategic decisions, and they know the importance of customer loyalty.","decorations":[]}}],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"s80xl250","nodes":[],"type":"PARAGRAPH"},{"paragraphData":{"textStyle":{"textAlignment":"LEFT"}},"style":{},"id":"gnvpr251","nodes":[{"type":"TEXT","id":","nodes":[],"textData":{"text":"Strategy, however, is most effective when used as a mirror to show the business's needs. As a company, your portfolio, goals, objectives, programs, and products represent your ability to survive in the future. What is your pulse on this?","decorations":[]}}],"type":"PARAGRAPH"}],"metadata":{"version":1,"createdTimestamp":"2022-12-19T17:56:18.279Z","updatedTimestamp":"2022-12-19T17:56:18.279Z","id":"ced8de74-30f8-4e6d-8db6-e30b19c3cfee"},"documentStyle":{}}