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    University of Wisconsin-MadisonExecutive Education

    Product Management:

    Improving Organizational Effectiveness

    Linda GorchelsDirector, Executive Marketing Programs

    Fluno Center for Executive EducationSchool of Business, UW-Madison(608) 441-7336

    [email protected]

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    Questions well explore

    How do product manager roles

    relate to organization structure?

    What factors affect the structural

    fit of product management?

    How can cross-functionalexpectations be better aligned?

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    Lets start with the basics

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    Strategic product line planning

    New product development

    Product life cycle management

    Annual marketing planning

    Advertising & promotions

    Sales support

    Product support

    Upstream planning

    (strategic)

    Downstream planning

    (tactical)

    Product planner

    Tactical products manager

    Product marketing manager

    Product manager

    Product Manager Continuum

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    How do product managers work?

    Product managers must work through otherpeople in a matrix structure (over a traditionalstructure).

    The various functions become resources.

    The product manager becomes

    the central knowledge repository.

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    What are traditional structures?

    Functional Divisional

    CEO

    Div. A

    MFG Mktg

    Div. B

    MFG

    Div. C

    Mktg

    CEO

    HR Mktg Mfg

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    Matrix structures

    Transparent

    Heavyweight

    Autonomous

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    ExternalEnvironment

    Culture

    Structural Goodness-of-Fit

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    Where PM fits varied views

    The Cranky Product Manager - Why it doesnt matter where ProductManagement lives in the organization

    Marty Cagan, Silicon Valley Product Management Group Where ShouldProduct Management Live?

    Rich Mirnov, Enthiosys Where Should PM Report?

    Steve Johnson, Pragmatic Marketing The Strategic Role of ProductManagement

    http://crankypm.com/2008/12/where-product-manager-resides-organization/http://crankypm.com/2008/12/where-product-manager-resides-organization/http://crankypm.com/2008/12/where-product-manager-resides-organization/http://crankypm.com/2008/12/where-product-manager-resides-organization/http://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.enthiosys.com/insights-tools/where-should-pm-report/http://www.enthiosys.com/insights-tools/where-should-pm-report/http://www.enthiosys.com/insights-tools/where-should-pm-report/http://www.pragmaticmarketing.com/strategic-role-of-product-managementhttp://www.pragmaticmarketing.com/strategic-role-of-product-managementhttp://www.pragmaticmarketing.com/strategic-role-of-product-managementhttp://www.pragmaticmarketing.com/strategic-role-of-product-managementhttp://www.pragmaticmarketing.com/strategic-role-of-product-managementhttp://www.pragmaticmarketing.com/strategic-role-of-product-managementhttp://www.pragmaticmarketing.com/strategic-role-of-product-managementhttp://www.pragmaticmarketing.com/strategic-role-of-product-managementhttp://www.pragmaticmarketing.com/strategic-role-of-product-managementhttp://www.enthiosys.com/insights-tools/where-should-pm-report/http://www.enthiosys.com/insights-tools/where-should-pm-report/http://www.enthiosys.com/insights-tools/where-should-pm-report/http://www.enthiosys.com/insights-tools/where-should-pm-report/http://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://www.svpg.com/blog/files/where_should_pm_live.htmlhttp://crankypm.com/2008/12/where-product-manager-resides-organization/http://crankypm.com/2008/12/where-product-manager-resides-organization/http://crankypm.com/2008/12/where-product-manager-resides-organization/http://crankypm.com/2008/12/where-product-manager-resides-organization/http://crankypm.com/2008/12/where-product-manager-resides-organization/http://crankypm.com/2008/12/where-product-manager-resides-organization/http://crankypm.com/2008/12/where-product-manager-resides-organization/http://crankypm.com/2008/12/where-product-manager-resides-organization/
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    Potential influence roadblocksChannels

    General

    public

    Top

    management

    Sales

    Purchasing

    Legal

    Customers Marketing

    Research

    Engineering

    Customer

    Service

    Mfg

    Finance

    VOC

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    Need to break through the walls

    Salespeople feel they

    own the customerrelationship

    Techies feel

    they are the

    guardians of

    innovationMarketers feel they

    have objective

    information

    Production

    wants to

    minimizechange-

    orders

    Projectleaders want

    to meet

    critical

    deadlines

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    Product Management

    Functional PositionsCustomer

    Channel Positions

    What are the mutual

    expectations?

    12

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    Key points

    To increase the success quotient for productmanagement:

    Clarify the balance of upstream and downstream

    responsibilities expected of the position.

    Assess the dimensions that affect the structural

    goodness-of-fit.

    Gather and share mutual cross-functional expectations.


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