Global Product Lifecycle Creating A Lean Enterprise @LeanPLC @craigstrong
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Global Product Lifecycle
Creating A Lean Enterprise
@LeanPLC@craigstrong
● Approx 44,000 employees worldwide
● Institutional sales & print background
● The world’s largest publisher and education company
● Operates in over 80+ countries
● Growth through acquisition
● 170 years old
Learner At The Centre
The World Has Changed
Investment StrategiesHigh Probability
Low Probability
Low Impact
Large Organisations
High Impact
Start Ups
Jeremy Hope, 2003. Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap. Edition. Harvard Business Review Press.
Traditional Models Are ChangingBig Bang Market Adoption
Roger’s Market Segments
Uncertainty—in the economy, society, politics—has become so great as to render futile, if not counterproductive, the kind of planning most companies
still practice: forecasting based on probabilities
“
”
Enterprise Structures
Big Ideas & Big Bets
X X
Projects vs Products
WAGILE
Finance HR Legal Agile Framework Marketing Sales
Software
Self Perpetuating Risk
BigPlans
BigBudgets
BigSystems
HighRisk
Command & Control Behaviours
Cost Of Change is High
ConstrainsInnovation
Increased Management Overhead
Traditional Governance Reduces The Capability to Innovate
New Ideas
Products
Long time to marketBottleneck of ideas
Strategic force field which limits ideas internally
Global Product LifecyclePLC
A Nonlinear Process
Learn Build
Measure
Search and Execution are different
Product Age Young Mature
Status Before Market-Fit After Market-Fit
Focus Searching for a Business Model Executing Against Business Models
Duration Days Weeks Months <1 Year Years
MetricsCustomer Discovery, Innovation Accounting, Lean Analytics, Pirate Metrics Revenues, Profit-Margins, ROI, ARR, NPV
The PLC Framework
Product Governance (1 of 2)
20
ProductCouncil
ProductCouncil
Idea Explore Validate
Can you identify a core user
problem in a target market?
Have you validated
customer and learner needs in
context?
Can you demonstrate
Product/Market Fit or validated
business model?
PortfolioCouncil
PortfolioCouncil
PortfolioCouncil
Product Governance (2 of 2)
21
Validate
ProductCouncil
Grow Sustain
ProductCouncil
ProductCouncil
Retire
How fast are you growing the
business at scale? Are you continuing
to deliver outcomes to a
broader user set?
Are you delivering
revenue and outcomes while reducing costs?
What residual value can be gleaned from the business?
Can you demonstrate
Product/Market Fit or validated
business model?
Reducing Risk
Funding & Evidence
Risk
Time
Idea Explore Validate Grow
Traditional Business case Template
Investment decisions are evidence based using consistent set of criteria: customer and learner, environment, finance,
tech and operations and more...PLC Governance
Criteria
Category 1Customer Value Proposition
Category 2Market Demand
Category 3Strategic Fit
Category 4Product Design & Efficacy
Category 5Financial Information
PLC Governance Criteria
PLC criteria addresses all of the questions in a business case as well as input from specialist areas from the business such as:
● Accessibility● Security● Quality● Efficacy
● Product Management● Operations● Safeguarding● Marketing & Brand
● Sales● Legal● Customer Experience● More
QuarterlyHypotheses
Product Metrics
£?Political Economic Social Technological Legal Environmental
Strategic Growth
Hypotheses
Political
Economic
Social
Technological
Legal
Environmental
Business Model Innovation
Small Bets BEFORE Product-Market Fit
Double Down With Larger Investments AFTER Product-Market Fit
Iterative Funding
http://blog.mercdev.com/mvp-when-less-is-more/
Not like this…
Like this…?
Visibility & Transparency
Bansi Nagji & Geoff Tuff
https://hbr.org/2012/05/managing-your-innovation-portfolio
Core ProductsThese are existing products that are
optimized for existing customers
Adjacent Products These represent incremental innovation
targeted at adjacent markets
Transformational Products
These represent breakthrough innovation in which the company
develops new products for new markets
20% of investments are in adjacent
innovation10% of investments
are in transformational
initiatives
70%
of investments are safe bets in core products
Product Lifecycle Principles More Ideas, More Bets, More Tests
New Ideas
Not all the ideas survive but all the learnings are recorded
All the ideas are quickly captured and tested
One to three months turnaround
Walls are pervious allowing ideas into and out of the company
Open Innovation
Behind The ScenesCulture - Coaching - Practices
Principles Over Process
“If you ask the right questions, you drive the right behaviours.”
http://leanuxtools.com/
37
Tanzania
“Just thought you guys might like to know we're currently sat in the middle of rural Tanzania answering your questions from the Idea & Explore phases.
Your stuff is proving genuinely useful in terms of helping us shape our thinking/questioning.
We've proved and disproved a number of hypotheses, made some head scratching discoveries & had some eureka moments. We've pivoted already. It's been great.”
Agile Beyond Technology
Finance HR Legal Development Teams Marketing Sales
39
AgileLean StartupLean UXBeyond BudgetingCustomer InterviewsMinimal Viable ExperimentsMVP’sLean AnalyticsEfficacyGrowth HackingHypothesesand More….
40
Open Source Product Lifecycle Criteria V1.0
Learning about practice
Common extensions can be incorporated into later versions
Open Collaborative Learning Community
Product LifecycleCommunity
Specialist Lead has been identified
Slice is engaged with the lifecycle
41
Today Tomorrow
DecentralizedNetwork
DistributedNetwork
42
Product team has better access to all parts of the business
Product team has restricted access to other parts of the business which can hinder or slow progress
Thank You
Feedback & Questions
@leanplc@craigstrong
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