Contenu connexe Similaire à PDMA Event -- "The Success Matrix -- Gerry Langeler" November 2013 Similaire à PDMA Event -- "The Success Matrix -- Gerry Langeler" November 2013 (20) 5. Process
The structures, methods and procedures to repeatedly
produce timely, high-quality products or services,
independent of changes in personnel.
© Gerry Langeler 2014
9. Dreamer Issues
Key Concerns:
Without a practical balance, will produce nothing.
Identification Signs:
Fancy talk, no action
Focus on “what,” but not “how” or “when”
Single-minded approach to problems
© Gerry Langeler 2014
10. So, You Found a Dreamer
Make them proud of their status
But not in charge of the company
Find them friends
Those who can take the dream and make it real
Show them the commercial value of their dream
Let others shower them with kudos
© Gerry Langeler 2014
12. Academic Issues
Key Concerns:
It is much easier to be a philosopher than a plumber.
Identification Signs:
Overuse of the word “should” to describe solutions
Inability to crisply describe any Output
Schedules are either fuzzy or constantly slipping
© Gerry Langeler 2014
13. So, You Found an Academic
Put them “on the road”
The closer they get to “customers,” the more they value
Output
Find a Grunt, and get the Academic to be a coach
Help them find Output through others
Make their world reflect (some of) your risk
Then raise the bar systematically
© Gerry Langeler 2014
15. Brute Issues
Key Concerns:
Without improved process, you may reach some of your
goals in the short term, but you are likely to plateau.
Identification Signs:
Ask “how?” – and listen for anecdotes
Drive for specifics
Substitute players, at least virtually (heroes don’t scale)
© Gerry Langeler 2014
16. So, You Found a Brute
Talk about the risk of hitting the wall
Let the initial pushback subside
Look for complementary pairings
Structure “tiger teams” by character
Get started on succession planning
And recognize the Brute by enlisting them
© Gerry Langeler 2014
18. Bureaucrat Issues
Key Concerns:
The means has become an end in itself
Identification Signs:
Your people will tell you, usually by this name
Run an “elimination” function
Ask them “So what?”
Overuse of “should” in a “rules” mentality
© Gerry Langeler 2014
19. So, You Found a Bureaucrat
Make their life easier before making them change
Don’t burn them, turn them
Take them to school
Help them see they are a means, not an end
Team them with a Brute
But watch for potential carnage
© Gerry Langeler 2014
21. Merchant Issues
Key Concerns:
Can be successful in a stable environment but will lose
quickly in a period of rapid change
Identification Signs:
Ask about a “protected market”
Can tell you “what” they are doing, but not “why”
Goals are all short-term
Dismiss disruptive competitive threats
© Gerry Langeler 2014
22. So, You Found a Merchant
Force a Visioning exercise
Example: cross functional teams creating a fictitious
competitor, or an unprotected market
Drive deeper “lost sales” analysis
Use both internal and external customers
Team with Dreamers
May cross pollinate
© Gerry Langeler 2014
24. Grunt Issues
Key Concerns:
You aren’t getting better, you’re getting older. Limits
you to your own energy.
Identification Signs:
Running very hard to not quite stay in place.
Ask “What do you do differently or better today than you
did a year ago?”
Inquire directly about Vision
© Gerry Langeler 2014
25. So You Found a Grunt
Reduce scope or complexity
If ego can be managed you both win
Introduce some carefully defined Process
But be careful not to add complexity
Team with others, but with clear expectations
Grunts can “lay down their lives” for the enterprise, so
only ask that when you really need it
© Gerry Langeler 2014
27. Loser Issues
Key Concerns:
The big issue is how did they get there
Identification Signs:
Work backwards from Output
Check for “voting with their feet”
Test for fatalism
© Gerry Langeler 2014
28. So You Found a Loser
Offer assistance
Losers often the most receptive to change
Get back to basics
Simple goals and processes, clear and immediate
Output
Replace or Outsource
Sends a message to the entire organization
© Gerry Langeler 2014
30. Success Issues
Key Concerns:
Keep a close watch that all three remain in balance.
Left alone, vision goes, then process, then output. It
takes a long time to rebuild.
Identification Signs:
Success appears effortless
Talent is voting with their feet – inbound
They start generating their own larger Vision
© Gerry Langeler 2014
31. So You Found a Success
Ride them hard
Avoid both complacency and arrogance
Set them up as role models
Focus others on all three elements of their attainment
Keep checking upstream
Human nature is a powerful force
© Gerry Langeler 2014
33. Measure Your Company & Yourself
It Is Simple
Ask the straightforward questions
It Is Hard
Getting real answers takes some work. Getting to the right
answer takes a great deal of work.
It Is Worth It!
© Gerry Langeler 2014
34. LIFE CYCLE OF A START UP
Sales
Net Profits
15
70
Sales
30
5
10
0
-10
1
2
3
4
5
6
7
-5
-30
-50
-10
Year
Vision
Process
Output
© Gerry Langeler 2014
Net Profits
10
50
35. Product Development and Management Association
Oregon Chapter
www.pdma.org/oregon
LinkedIn:
PDMA Oregon Chapter Discussion Group
Questions or comments:
Email the VP of Membership
36. Saturday, April 12, 2014 8:00 – 4:00
Southridge High School, Beaverton
www.ProductCampPDX.org
