The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
Business case for having Product Managers in India: Hosted by Adaptive Marketing India
1. Product Professionals Networking
featuring Sanjeev Kumar
Business Case for PMs in India
Starting soon..
10:00-10:45 Networking
10:45 Speaker Starts
Next Networking Events in Bangalore
September 17th – Hosted by Informatica
Oct15th – Hosted by Siemens
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http://www.adaptivemarketing.in
3. Business Case for Having
Product Managers in India
Sanjeev Kumar
VP & MD, Informatica India
Adaptive Marketing Networking Event
Aug 2011
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4. Agenda
• Personal Background
• Product Creation – Internal & External Factors
• What is a Product Manager?
• Case for Product Managers in India
• Challenges Product Managers face in India
• Survival Tips for PM’s & Stakeholders
• Q&A
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6. Personal Background
• Formative years at The Doon School
• CS studies at BITS, Pilani & Rutgers Univ.
• 1990 to 2006 in Silicon Valley
• Three start-up’s in OODBMS – roles in QA, Perf, PS & Pre-sales
• Four years at Oracle – Product Management & Dev Management
• Two further start-up’s – Engineering Management, learnt to scale
• BEA – Engineering Management to General Management
• 2006 onwards – Bangalore, India
• BEA – Product GM & matrix management
• Informatica – matrix management, innovation
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7. “Advert” – Informatica at a Glance
The Independent Leader in Data Integration
• Founded: 1993
• 2010 Revenue: $650 million $650
• 6-year CAGR: >20% per year $600
• Employees: 2,125+ $550
• Partners: 400+ $500
• Major SI, ISV, OEM and $450
• On-Demand Cloud Leaders $400
• Customers: 4,280+ $350
• ~70% of the Global 500 $300
• Customers in 82 countries
$250
• Direct Presence in 26 countries
$200
• # 1 in Customer Loyalty
(5 Years in a Row) $150
2005 2006 2007 2008 2009 2010
Informatica enables organizations to reduce cost and gain a competitive advantage
in today’s global information economy by empowering them to access,
integrate and trust all their information assets.
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9. Disclaimers
• Strong Silicon Valley slant & mind-set
• Experience relevant to MNC R&D Centers
• Focused on selling to enterprise customers (B2B)
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10. Product Creation – “Outside looking in”
Externalities / Eco-System / “Hygiene”
• Access to (local) markets and customers
• Perception of value in intangible products and software
• Propensity of customers to buy IP-driven products
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11. Product Creation – “Outside looking in”
Externalities / Eco-System / “Hygiene”
• Access to (local) markets and customers
• Perception of value in intangible products and software
• Propensity of customers to buy IP-driven products
• Venture Funding
• IPO’s of product / OPD companies
• Persistence Software, MMYT, …
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12. Product Creation – “Outside looking in”
Externalities / Eco-System / “Hygiene”
• Access to (local) markets and customers
• Perception of value in intangible products and software
• Propensity of customers to buy IP-driven products
• Venture Funding
• IPO’s of product / OPD companies
• Persistence Software, MMYT, …
• Means for Incubating Start-ups
• Licensing of IP from academic institutes – IIT’s, IIIT’s, IISc
• VC firms offering a range of support services / functions
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13. Product (IP) Creation – “Inside looking out”
• Access to (local) markets and customers
• Understanding what adds value and what to build
• Interactive process: relevance, novelty & credibility
• Business vs. Consumer focused businesses
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14. Product (IP) Creation – “Inside looking out”
• Access to (local) markets and customers
• Understanding what adds value and what to build
• Interactive process: relevance, novelty & credibility
• Business vs. Consumer focused businesses
• Talent availability for business + product mindset
• Senior-level engineering talent to drive product ownership
• Business-oriented product management to own business plan
• Track record of delivery and earning of trust
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15. Product (IP) Creation – “Inside looking out”
• Access to (local) markets and customers
• Understanding what adds value and what to build
• Interactive process: relevance, novelty & credibility
• Business vs. Consumer focused businesses
• Talent availability for business + product mindset
• Senior-level engineering talent to drive product ownership
• Business-oriented product management to own business plan
• Track record of delivery and earning of trust
• Cross-functional representation in a single place
• “The Trinity” – PM + Architect + UX Engineering
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16. Product Manager – Who, What & Why?
• A mini-CEO for the product
• “What to build” – customers, competitors & “secret sauce”
• Cross-functional leadership ability, a sense of “the possible”
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17. Product Manager – Who, What & Why?
• A mini-CEO for the product
• “What to build” – customers, competitors & “secret sauce”
• Cross-functional leadership ability, a sense of “the possible”
• Traits of a Product Manager
• Combination of “hard” & “soft” skills – “all-rounders”
• A sense of “where the puck is going to be” – domain expertise
• Powers of persuasion – responsibility without authority
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18. Product Manager – Who, What & Why?
• A mini-CEO for the product
• “What to build” – customers, competitors & “secret sauce”
• Cross-functional leadership ability, a sense of “the possible”
• Traits of a Product Manager
• Combination of “hard” & “soft” skills – “all-rounders”
• A sense of “where the puck is going to be” – domain expertise
• Powers of persuasion – responsibility without authority
• Why – “Glue” for a Product Team
• Only role with holistic view of product and its value proposition
• First step to being a “general” or “product line” manager
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19. Case for Product Managers in India – Pro’s
• Maturity of R&D Centers to take on ownership
• Eight years of sustained growth across all R&D functions
• In-bound product management being done meaningfully
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20. Case for Product Managers in India – Pro’s
• Maturity of R&D Centers to take on ownership
• Eight years of sustained growth across all R&D functions
• In-bound product management being done meaningfully
• Coverage of 70% of humanity +/- 5 hours from India
• Half-day overlap with bulk of BRIC & other growing economies
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21. Case for Product Managers in India – Pro’s
• Maturity of R&D Centers to take on ownership
• Eight years of sustained growth across all R&D functions
• In-bound product management being done meaningfully
• Coverage of 70% of humanity +/- 5 hours from India
• Half-day overlap with bulk of BRIC & other growing economies
• Increase in spending on software / IP-driven products
• Scale getting large enough that systems cannot be “winged”
• Growing number of Global-1000 companies in close proximity
• Product roll-out in Indian market as blue-print for others
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22. Case for Product Managers in India – Pro’s
• Maturity of R&D Centers to take on ownership
• Eight years of sustained growth across all R&D functions
• In-bound product management being done meaningfully
• Coverage of 70% of humanity +/- 5 hours from India
• Half-day overlap with bulk of BRIC & other growing economies
• Increase in spending on software / IP-driven products
• Scale getting large enough that systems cannot be “winged”
• Growing number of Global-1000 companies in close proximity
• Product roll-out in Indian market as blue-print for others
• Competition from (state funded) companies in China
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23. Case for Product Managers in India – Con’s
• Coverage of 70% of humanity +/- 5 hours from India
• Not yet consistent with geographical distribution of customers
• Lack of access to the product & value-creation feedback loop
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24. Case for Product Managers in India – Con’s
• Coverage of 70% of humanity +/- 5 hours from India
• Not yet consistent with geographical distribution of customers
• Lack of access to the product & value-creation feedback loop
• Maturity of R&D Centers to take on ownership
• Tough to interact with field & sales org in US – longer cycle times
• Cultural differences leading to communication challenges
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25. Case for Product Managers in India – Con’s
• Coverage of 70% of humanity +/- 5 hours from India
• Not yet consistent with geographical distribution of customers
• Lack of access to the product & value-creation feedback loop
• Maturity of R&D Centers to take on ownership
• Tough to interact with field & sales org in US – longer cycle times
• Cultural differences leading to communication challenges
• Increase in spending on software / IP-driven products
• Negotiation and sales cycles are longer than other geographies
• Software piracy
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26. Challenges for PM’s in India
• Customer / Market Access
• Too many PM’s in India “burning the mid-night oil”
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27. Challenges for PM’s in India
• Customer / Market Access
• Too many PM’s in India “burning the mid-night oil”
• Engagement Model between HQ and India
• Degree of empowerment for senior folks in India R&D center
• Shadowing -> Component Charter -> Global Product Charter
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28. Challenges for PM’s in India
• Customer / Market Access
• Too many PM’s in India “burning the mid-night oil”
• Engagement Model between HQ and India
• Degree of empowerment for senior folks in India R&D center
• Shadowing -> Component Charter -> Global Product Charter
• Critical Mass
• Lack of strong peer connect, locally or remote
• Identification with engineering leadership – growing
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29. Challenges for PM’s in India
• Customer / Market Access
• Too many PM’s in India “burning the mid-night oil”
• Engagement Model between HQ and India
• Degree of empowerment for senior folks in India R&D center
• Shadowing -> Component Charter -> Global Product Charter
• Critical Mass
• Lack of strong peer connect, locally or remote
• Identification with engineering leadership – growing
• Career Path
• Function is new enough in India that it lacks role models
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30. Survival Tips – for PM’s & Stake-holders
• “Burning the mid-night oil” is ok to establish yourself
• Need support from family, immediate manager & co-workers
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31. Survival Tips – for PM’s & Stake-holders
• “Burning the mid-night oil” is ok to establish yourself
• Need support from family, immediate manager & co-workers
• Big, new ideas easier to handle than incremental ones
• First rev can be developed without much feedback
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32. Survival Tips – for PM’s & Stake-holders
• “Burning the mid-night oil” is ok to establish yourself
• Need support from family, immediate manager & co-workers
• Big, new ideas easier to handle than incremental ones
• First rev can be developed without much feedback
• Understand & adjust communication flow from field
• Stakeholders at HQ can refer field inquiries to PM’s in India
• Must get face-time with key field / sales personnel
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33. Survival Tips – for PM’s & Stake-holders
• “Burning the mid-night oil” is ok to establish yourself
• Need support from family, immediate manager & co-workers
• Big, new ideas easier to handle than incremental ones
• First rev can be developed without much feedback
• Understand & adjust communication flow from field
• Stakeholders at HQ can refer field inquiries to PM’s in India
• Must get face-time with key field / sales personnel
• Career Value-adds
• BAP Cases & Analyses – Build-Acquire-Partner
• Cross-functional Management (“making of the hotdog”)
• Brand Analysis – attach-rates, “cross-sell”, “up-sell”, pull-through
• Go-To-Market (GTM) Planning – “sell-with”, “sell-through”, “sell-to”
• Leadership Skills – decision w/o complete information, be the generalist
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