Egress Solutions Product & Innovation Management Blog

Better Together!


Software companies of all sizes are relying on acquisitions to fuel growth as opposed to relying on organic growth. Consequently, product managers and product team leaders are being tasked with the role of product portfolio integrator. These teams must be mindful—even vigilant—about their existing product portfolio gaps since acquired products or companies rarely fit perfectly into the existing portfolio.

As these companies continue to rely on acquisitions to address increased growth demand and product gaps, product managers and team leaders must move the portfolio management and integration activities from an afterthought to on-going product management hygiene.

These days when I talk to product managers and product team leaders about their product strategy, a growing number of them understand that the principle engine for their sustained product growth and the most expedient way they will close gaps in the portfolio comes through an acquisition.

Read More

System of Record: Why You’re in the PM Stone Age Without One

A few years ago I wrote in an essay that business processes arrive in the modern age only when they have a system of record. This first started with accounting (centuries ago), which led (much more) recently to the back office and manufacturing with MRP, and then eventually ERP. The same occurred again with sales, beginning with contact managers before moving to sales force automation, and finally customer relationship management (CRM).

Read More

Product Managers, Keep Your Channel Partners Happy

Some product managers will look at this title and ask, “So what does this have to do with product managers and our roles?” Read on and find out why your role and actions can impact a successful channel program and increase the your product adoption.

Read More

Love the Market Problem, Not the Product 

Product managers often place the cart before the horse. We love to think about the product, the features, how “cool” the UI is, and how we can make the product better.

Steve Ballmer was once quoted saying, “The lifeblood of our business is that R&D spend. There's nothing that flows through a pipe or down a wire or anything else. We have to continuously create new innovation that lets people do something they didn't think they could do the day before.”

Read More

How Can We Judge Product Requirement Quality?

I recently worked with a great product management organization—great in the eyes of the management team that assembled them, at least.

This inbound team of heavily technical product managers was responsible for the 2-3 year product roadmap for the company.  As a result, their main constituents were the entire engineering community and, more specifically, the software and hardware architects interspersed through that community.

Read More

When Roadmaps Fail

“Roadmap” is the most overused word in product management because everyone asks for one. Every stakeholder wants a roadmap because it addresses different needs for different people. Executives want to know the strategy, sales want to know the timeline, and what no one seems to realize is that a roadmap doesn’t solve a problem or deliver a requirement.

Read More

Why Peer Review is Integral to Product Management

Although some may believe peer review is a practice reserved for academic or scientific communities, I believe it is a valuable tool in product management.

Peer review is about quality—a structured approach to understanding whether or not your ideas fall into the category of worthwhile, meaningful or correct, and the benefit of colleagues evaluating product requirements and definitions.

Read More

Implementing a Product Management Framework: Think Lean or Not!

You may remember the last time, I posted on selecting product management frameworks the big questions were which is the right one, how to implement a black and white concept in your team and what are the keys to getting a return on the investment?

Last time we determined that Product Management Frameworks can’t be implemented in in black and white; your team has been in place for years there are pre-existing processes that are not easy to change.

Read More

Design Thinking - The Next Big Trend?

I, recently, had a chance to participate in a class on Design Thinking. Design Thinking, you ask? This course, sourced from the Stanford School of Design, presents some interesting concepts they clearly are quite excited about.  The term, I’ve noticed, has also started enter the lexicon of product management. Why would this happen?

Inbound product management functions have traditionally focused on market and product definition, the quantification of priorities to address problems found in those markets. It also provides guidance in the form of product requirements, value propositions and the related pricing, margins and forecasts necessary to justify investments in products that satisfy unmet needs in those markets.

Design thinking proposes that these elements are not really needed. Rather, the concept suggests that the only requirement is that the maker/developer merely collaborates with the user using structured methods of development. The resulting products are then clearly aligned to solve the user’s problem.

Read More

Play in the Gray: Product Management Framework Implementation for Solid Payback

In 2012, a financial technology (FinTech) company found itself in a quandary. The product management team was stuck using an ad-hoc approach to get new products and enhancements to market. Amidst its nearly 100 product managers, the product leadership team admitted they didn’t know what type of essential product management framework process to adopt and use. They asked if I could help them in product management consulting. Shortly after, a second, company in a different industry sector asked the same. Naturally, I said yes, and realized that these companies would have to take very different paths to solve the same problem.

The projects caused me to pause and reflect. How do technology companies get off track, and why is it so hard to course correct? At what stage should the company begin to use a more formalized approach to get software from idea to market? What outcomes can leadership expect if they make this investment?

Read More