The pandemic marked a point of acceleration for corporate digital transformation. The companies that performed the best were digital or had at least adopted a digital age mindset. These organizations are now living in a world where the product is never done and their systems, structures, and processes must reflect that. The product management function is the right group to design, test, and iterate upon those systems.
We optimize what we measure, since if you measure the right things then humans will naturally adapt to optimizing them. History shows us, for example, if you measure innovation by the number of ideas or the number of patents, that’s what you get–ideas and patents. If you wanted something else, you should have measured something else. So how do you identify the right metrics? If you want to truly digitally transform your company, you need to start with the basics: focusing on the data that indicates progress towards outcomes -- Progress Impact Metrics (PIM).
Dividing your company into execution (delivery) mode vs exploration (discovery) mode, as recommended by the multi-named mythology of “ambidextrous organizations,” “dual operating systems,” or “dual innovation,” will prevent you from competing efficiently in the digital age. There are 4 simple steps to create operating mechanisms for dual track teams, i.e., teams that are responsible for execution also explore.
Opportunity Discovery phase helps you determine the different needs that exist for each customer persona within your sandbox. There are 4 steps that can help you identify the opportunity by figuring out all of the actions that are being taken in the journey of a particular job, then you hypothesize where you might make an impact leveraging your company’s existing competitive advantages. You test whether these ideas positively impact the job, if the customer cares, and whether there’s a viable business model using rapid experimentation, e.g. Lean Startup.
Brant Cooper NYT bestselling author and founder of Moves The Needle talks about what it truly means to be Disruption Proof. To him, disruption means much more than the ideology of startups eating away at the market share of large businesses. What we will focus on are the ongoing disruptions we're seeing at a rapid pace e.g. war, pandemic, global supply chain, ransomware attacks, inflation, shortages, and the list goes on. Brant will show you how to properly organize your teams and business to make sure you can not only survive in this new digital world, but thrive in it.
Disruption is happening, and we can’t stop it—it's part of the shift from the Industrial Age to the Digital Age. We can, however, learn and adapt in order to survive and thrive. We can do this by thinking like entrepreneurs, in other words, learning before executing. To behave in this way, however, requires new leadership skills and benefits from alternative organizational structure.
Stephen Ranjan, Vice President of New Product Development at Roche Diabetes Care shares how leaders and teams there are overcoming the unique challenges of innovating in healthcare despite the global pandemic. He shares how they built new capabilities to explore the needs of underserved customer segments and develop solutions at speed in a regulated environment.
In this episode, we are joined by Michelle Brigman, Director of Customer Experience at 7-Eleven. Michelle shares how, in the face of the global pandemic, 7-Eleven quickly shifted to ensure their over 68,000 store owners and franchisees could continue to meet their customers’ needs. She also provides insight into 7-Eleven’s COVID19 Command Center and how they use this to rapidly collect and respond to insights gained from all parts of their business.
Learn how Roche Diabetes Care used Lean Innovation to reinvent themselves to better address disruptive forces in Diabetes Care. Moritz Hartmann, head of the Roche Information Solutions shares his leadership lessons learned throughout this journey driving transformation in the highly regulated medical devices industry.
In this episode of SHIFT, we link up with Arthur Daemmrich, Director of the Lemelson Center for the study of invention and innovation at the Smithsonian Institution, to discuss the differences between innovation and invention, and whether or not we have truly entered the fourth industrial revolution.
In today’s episode we’re excited to have Sonja Kresojevic, the VP of Product Lifecycle at Pearson. In the episode we cover:
- How teams leverage the product lifecycle framework to focus on the right things at the right time.
- How Pearson funds different early stage projects based on stage specific criteria and metrics.
- How Pearson has scaled lean innovation throughout the business and created a culture that enables innovation.
In this episode we’re excited to have Jason Harris, Director of Corporate Marketing & Communications for UI LABS. UI LABS is a first-of-its-kind innovation accelerator, addressing problems too big for any one organization to solve on its own. The challenges we are addressing in manufacturing and smart cities are at the intersection of digital convergence: computing, big data, and the Internet of Things (IOT).
