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1 Pragmatic Marketing pragmaticmarketing.com/live Horizon Planning A proven strategy for managing your product portfolio for the near and long term Dave Zasada SVP Product Management, ACT
1Pragmatic Marketing
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arketing.com/live
Horizon PlanningA proven strategy for managing your product portfolio for the near and long term
Dave ZasadaSVP Product Management,ACT
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about us
Experts in technology product management andproduct marketing
Specialize in training
Trained hundreds of thousands of people at thousands of companies since 1993
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presenterDave ZasadaSVP of Product Management at ACTResponsible for the design, implementation and leadership of product management/marketing teams and strategy.
Over 25 years of product management and marketing experience across multiple categories including technology, education, toys, and more where he has been responsible for the development and management of over 1,000 products.
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Agenda
What is Horizon Planning?OverviewManaging ResourcesAligning TalentDefining Performance MetricsHorizon Team GuidanceHorizon Planning Rules
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Question:How do you place bets on today AND
tomorrow?
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“Don’t borrow from the future to pay for today”- Brad Smith, Intuit CEO
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What is Horizon Planning?
Tool that cultivates a product portfolio by breaking down offerings & investments into 3 stages
Horizon Three
Develop Viable Concepts
Profitably Scale Emerging Offerings
Horizon Two
Extend & Defend the Core
Horizon One
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Horizon Planning Overview
Horizon Planning is based on a key set of principles: Manage Resources Define Performance Metrics Align Talent
Horizon Planning supports the user-centered design process in validating: Desirability Feasibility Viability
Horizon Planning is a systemic approach to continuous innovation in every stage: Incremental (Horizon One) Competitive Differentiation (Horizon Two) Transformative (Horizon Three)
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Horizon Planning Drives Business Outcomes
Investing in a new future
Running out of steam
Failing to see the future
Sustained growth
Generating ideas but no material new products
Business Outcomes
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--
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H3 H2 H1
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Managing Resources
Time
People
Money
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poll
Managing Resources:Our organization strikes the right balance between investing in our core products and developing a pipeline of new products:
A) Strongly AgreeB) AgreeC) DisagreeD) Strongly Disagree
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Managing ResourcesHorizon ThreeHorizon TwoHorizon One
Budget Allocation: 60%
Budget Allocation: 30%
Budget Allocation: 10%
Budget Allocation: 70%
Budget Allocation: 20%
Budget Allocation: 10%
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pollAligning Talent:I believe my (or my team’s) greatest strength is:
A) Generating and validating new conceptsB) Fixing underperforming productsC) Ongoing management of mature products
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Aligning Talent
Horizon Three
Starter
Horizon TwoHorizon One
TransformerOptimizer Innovative & entrepreneurial Comfortable with ambiguity Finds creative ways around
rules that slow them down
Strategic & analytical Comfortable with complexityWorks within system but pushes
Process oriented Likes really big teamsWorks within and supports
established process
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pollDefine Performance Metrics:The performance metrics we use today are unique for each stage of our products’ lifecycles:
A) Strongly AgreeB) AgreeC) DisagreeD) Strongly Disagree
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Define Performance Metrics
Horizon Three
Validate desirability (loyalty metrics) Meet customer need Customer willing to purchase Customer actively uses Customer willing to recommend
Validate feasibility & viability
Horizon TwoHorizon One
Ability to profitably scale Customer and revenue growth Sustainable business model Validate desirability vs. the
competition
Continuous incremental innovation Deliver profitable revenue growth Market share gains
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Horizon Three Guidance
• Small Team• Limited Resources
• Identify Market Problem• Create Multiple Concepts• Rapid Experimentation
• Celebrate Failure“I have not failed. I’ve just found 10,000 ways that won’t work”
- Thomas Edison
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Horizon Two Guidance
• Small Collaborative Team
• Identify Underperforming Products • Question Everything• Profitably Scale
• Discipline To Shut It Down
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Horizon One Guidance
• Really Big Teams
• Market Research• Competitor Research
• Incremental Innovation• Reinvest Profit into Horizon Two & Three
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Horizon Planning Rules
1. When placing bets on today and tomorrow it is not a “versus” it is an “and”
2. Don’t borrow from the future to pay for today
3. Put people in a position that makes their heart beat fast
1. Get the metrics right by not measuring every product the same way
2. Innovation occurs in every horizon, not in a separate lab
1. To get one great idea you need lots of them
2. Maximize rate of learning by minimizing time & cost to try new ideas
1. Fall in love with the problem, not the solution
1. Make things people want vs. make people want things
2. Question everything
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Questions?
Join us for next month’s webinar:
Thank Youfor attending!
JAN FEB MAR
APR MAY JUN
JULY AUG SEP
OCT NOV DEC
Win/Loss
Requirements Collateral
Innovation
ProductPortfolio
Stakeholder Communications
Distinctive Competencies
Referrals &References
CustomerRetention
MarketProblems
CustomerAcquisition
ProductProfitability
Preparing for Battle: Establishing an
Effective Competitive Analysis Program
