Role of Organization & Principles: Session 4

10-10-2023
CHECK INFO #4.1

Moreover, product discovery should be an ongoing process and should
continue over the product life cycle stages, i.e., idea generation, idea
validation, validating and prototype, MVP development, pre-launch, and
post-launch.
In other words, product discovery should continue throughout the product’s

lifetime.
SESSION 4 Question - At what stage of NPD process Does your organization Explicity
ROLE OF ORGANIZATION & Involve Customers?
PRINCIPLES
PREETI KHANNA (ACADEMIC YEAR 2023-24) 1 PREETI KHANNA (ACADEMIC YEAR 2023-24) 2
PEOPLE, ROLES IN NPD&D

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NEW PRODUCT DEVELOPMENT: THE TEAMWORK BEHIND THE Function Roles

PROCESS •Chief Product Officer (CPO)
•Director of Product Management
Product Management
1. Product manager: They are key decision-makers who identify product opportunities, give shape to the •Product Owner
whole process, and define the vision of the product. •Product Manager
•Director of User Experience
•UX Designer
User Experience (UX)
2. Design team: The UI and UX design of the product is crucial for its success. They ensure that the product •UI Designer
meets the current market trends while providing the utmost convenience and value to potential •Product Designer
customers. PRODUCT •Product Analyst
DEVELOPMENT Product Analytics •Business Analyst

•Market Researcher
3. Engineering team: They apply their experience of mass manufacturing to scale the prototype into the ROLES AND Product Marketing
•Chief Marketing Officer (CMO)
•Director of Marketing
final usable product.
RESPONSIBILITIES •Graphic Designer
•Ideation Facilitator
Conceptual Design
•Conceptual Designer
4. Marketing: This team is responsible for testing the market for the product and initiating the launch
activities. •Lead Engineer
•Full Stack Developer
•Technical Lead
Engineering •Electrical Engineer
5. Sales: This team is generally part of the post-release activities. Their role is to ensure that the product is •Embedded Systems Engineer
pushed to the right target audience in the most efficient manner. The sales team have a customer-facing •Mechanical Design Engineer
job and are key in collecting live feedback from them. •Application Developers
“Isolation is death for product management.”

— Rian Van Der Merwe | Head of Product at WildBit
“It’s impossible for you to build a product without

the product people being in front of your customers.
If you don’t have support for that, it’s a very uphill
ALL SLIDES WON”T BE PROVIDED
BECAUSE OF COPYRIGHT ISSUE. battle.”
— Shivan Bindal | VP of Product Management at RentTrack
Great products don’t happen by accident. SUMMARY OF EACH SESSION
WILL BE UPLOADED IN THE DRIVE
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CUSTOMER EXPERIENCE IS PIVOTAL TO AN APPLICATION SUCCESS

traditionally organized teams customer-centric organized teams
Teams are organized based on a product desired end-state customer experience (CX)
module, or functional areas, e.g. front end goal, i.e. your CX vision.
and back end, etc.
Customers may end up struggling to get software development – “crystal-clear definition
the support they need when things break,
such as needing to figure out front-end of what they’re building and what its value
application versions and back-end systems proposition to customers is”
issues separately.
 Design the organization with clear charters and

ownership
CUSTOMER-CENTRICITY DRIVES
Communicate (and manage) the change
PRODUCT SUCCESS.
Why care about Customer A strong CX can result in increased revenue, greater brand loyalty, lower
Experience in DIGITAL PRODUCT churn, and long-term business growth. Here are a few statistics to
DESIGN JOURNEY consider:
A 2022 study conducted by

Emplifi found that Customers are willing to spend up to 16 percent more on products and
49% of consumers have left a brand services that come with a great customer experience
in the past year due to poor customer
experience and that 86% of
consumers would leave a brand after Companies that prioritize the customer experience earn revenue four to
as few as two poor experiences. eight percent higher than competitors and have 1.6x to 1.9x higher
year-over-year growth in customer retention and customer lifetime value
Research by American Express
found that 86% of customers are
willing to pay more for a better 32 percent of global customers would stop buying from a brand they
experience. love after one bad experience
https://www.superoffice.com/blog/customer-experience-strategy/ PREETI KHANNA (ACADEMIC YEAR 2023-24) 11 PREETI KHANNA (ACADEMIC YEAR 2023-24)
https://www.aha.io/roadmapping/guide/enterprise-transformation/what-is-customer-experience 12
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CUSTOMER CENTRICITY CUSTOMER – CENTRIC

Customer centricity refers to a set of
beliefs, ideas, and values that places According to DonPeppers (Founder of
the customer at the core of Peppers and Rogers Group
everything an organization does. Conditions:
• It must be able to satisfy a customer’s need
• It must have a customer who wants that need
several benefits to becoming a satisfied.
customer-centric company
 increased profitability
 customer-centric brands are 60 A product-centric competitor focuses on
percent more profitable than one product at a time and tries to sell
brands that don’t focus on their that product to as many customers as
possible.
customers.
Being Product-Centric vs. A customer-centric competitor focuses on

Customer-Centric one customer at a time and tries to sell
that customer as many products as
possible.
https://www.linkedin.com/pulse/20130123164215-17102372-explaining-customer-centricity-with-a-diagram
CUSTOMER-CENTRIC COMPANIES : DIGITAL PRODUCTS

Forbes provides a list of 100 customer-centric companies from ten industries including Retail,
EXERCISE Finance, Healthcare, B2B, Software, Hospitality, Insurance, Telecom, Manufacturing, and Agriculture.
Sephora, the beauty brand, uses technology to create a personalized experience with a
Try to figure out comprehensive app, virtual try-on of makeup products, and a strong online community for a
seamless customer experience.
Amazon is constantly innovating with new customer solutions, including one-day shipping, easy
Product centric companies returns, that integrate for a truly omnichannel experience.
Customer centric companies FedEx, the shipping company, stays on top of new technology to empower its customers and
provide quick and reliable deliveries.
Google’s employees understand all of the products and can assist customers wherever needed.
And why are you placing in that matrix
Apple employees use the Three F’s: Feel, Felt, and Found to empathize and help customers get the
Is it challenging to become a customer centric company? perfect tech solutions for their lives.
What are the challenges it is facing? Netflix knows its customers in and out and leverages data to recommend shows they actually want
to watch.
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Morgan, B. (2019). 100 of the most customer centric companies. Forbes. https://www.forbes.com/sites/blakemorgan/2019/06/30/100-of-the-most-customer-centric-companies/#34a0d33063c3 16
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THE CHALLENGES OF BECOMING A CUSTOMER-CENTRIC ORGANIZATION
Social media and digital

platform changed the
way customers interact
with brands and became
a major part of the
customer journey.
Research reveals
that companies
struggling to become a FRAMEWORK & TOOLS FOR CUSTOMER
customer-centric
organization.
CENTRIC ORGANIZATIONS FOR DIGITAL
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PRODUCT DESIGN PREETI KHANNA (ACADEMIC YEAR 2023-24) 18
1. DACI DECISION-MAKING FRAMEWORK

The DACI decision-making framework is a model designed to improve a team’s effectiveness
and velocity on projects, by assigning team members specific roles and responsibilities when it
comes to group decisions.
Developed at Intuit, the DACI framework originated as a variant of the RACI responsibility
PRINCIPLE #1 - Promote accountability assignment matrix.
through principles DACI:

Driver (the person who drives the decision), - Driver is the project head.
Approver (the person who makes the decision) - who has the final say on a given aspect of the
project.
Contributors (the people or teams whose work or knowledge aid in the project), - who may be
consulted for their opinions, expertise, or unique vantage points to help with project decisions.
Informed (the people whose work might be affected by these decisions and who therefore
need to be kept in the loop).
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2. RACI MATRIX, A TYPE OF RESPONSIBILITY ASSIGNMENT

JIRA MATRIX (RAM)
R, A, C, I stands for:
Responsible-
JIRA is an agile project on the project team and are usually developers or other creators.
management software used
by development teams to Accountable –
plan, track, and release usually in a leadership or management role.
software.
Consulted –
may be individuals on the project team who aren’t working on a given task but whose work will be
affected by the outcome.
It is a popular tool designed
specifically and used by Informed –
agile teams. might include heads or directors of affected teams and senior leadership in a company.
https://project-management.com/daci-model/
RACI is applicable to agile project management
3. THE DESIGN STRUCTURE MATRIX H

A B C D E F G
This representation was originally
developed by Steward (1981) for the A A X
analysis of design descriptions
B B X X X
C C
used to analyze at the task level D X X D X
E X E
a project task is assigned to a row and F X F
a corresponding column.
G X G
H X H
highly insightful for project managers in
both the planning and execution phases. For example, reading across row D, we see that component D has inputs from elements A, B, and F, represented
by the X marks in row D.
Reading down column D, we see that D has an output going to component B.

graphical display of project task
relationships Each X mark in the matrix represents an interaction between two components that may either be an input or an
output, depending on the perspective you view the matrix from.
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4. GANTT CHARTS
The traditional tool for representing the timing
of tasks is the Gantt chart.
The chart contains a horizontal time line Systems that facilitate

created by drawing a horizontal bar product development
representing the start and end of each task. decision making, team
consensus, and the
 exchange of information.
The filled-in portion of each bar represents
the fraction of the task that is complete.
The vertical line shows the current date, so we

can observe directly that task D is behind
schedule, while task E is ahead of schedule.
Lea Hickman is currently a Partner at Silicon Valley Product Group, but

before that she led product management at companies like Adobe and
Invision.
PRINCIPLE #2 – Communication is the just beginning
of the journey During her tenure as VP of Product Management at Adobe, she led the
charge in transitioning Adobe Creative Suite into a subscription-based
model, a strategic shift that involved hundreds of people.
“There’s an art and a science to product management. The
communication aspect is 150% art.” — Her takeaway from that experience?
Over-communicate.
Shivan Bindal | VP of Product Management at RentTrack
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PRINCIPLE #3 Know your audience
There are two key considerations to make when tailoring your messages.
• What level of detail does the audience need?
• How does the product strategy relate to their needs and the work they do?
TAKE AWAY:
Break down silos and encourage collaboration by fostering cross-
functional partnerships.
• Make customer-centricity part of your team’s DNA.
• Cultivate a culture of continuous improvement that extends

beyond the product itself.
WHY DOES SOFTWARE PRODUCT
DEVELOPMENT MATTERS?
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Business Process Optimization

 software product development helps the company to smoothly work
with their internal processes, business strategy, system requirements and
optimize business procedures.
Offers Competitive Edge

 Software product development enables businesses to create a product
that has unique features and processes developed from the unique
ideas which can give them a competitive edge.
Customized Solution DIFFERENT SOFTWARE PRODUCT

DEVELOPMENT METHODOLOGIES
Agile
Waterfall
The Agile product development methodology is an Use cases for the Waterfall SDLC Use cases for the Iteration model:
iterative approach to manage software model:
Consists of a set of consecutive development projects that focuses on The project is large and includes complex
managing continuous releases and tasks
steps: conception, initiation, The requirements are precisely
incorporating customer feedback with every
analysis, design, construction, documented
iteration
testing, quality assurance, Product definition is stable The main task is predefined, but the details
implementation, and maintenance. may change in the process
The technologies stack is predefined,
More product features may be tested,
which makes it not dynamic
added, and tested again after obtaining This approach results in constant learning,
All the steps always take place in consumer input at each level of the product No ambiguous requirements meaning that during each iteration, the team
development process. makes observations and brings new ideas to
this order and never overlap. The project is short
the next iteration.
 saves time and promises the end product

meets the decided requirement.
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Scrum XP
Extreme programming contains methods targeting

Major part of the Agile development specifically the technical side of the software
process development process.
Use cases for the Spiral model Use cases for the Agile model
A development team is cross- They include continuous integration, pair
The users’ needs change dynamically functional, which means that everyone programming, test-driven development, etc.
The customer isn’t sure about the
requirements is required to bring a feature from
concept to execution
Risks are minimized thanks to the flexible change Scrum, in turn, is oriented towards the organization
process of the process.
Significant edits are expected during
the software development life cycle The design of scrum is to let teams
It requires only initial planning to start the project adapt to changing conditions and user
needs naturally, with re-prioritization
Risk management is highly essential for integration to the process and short
the project Fast release of the first product version release cycles to ensure that your team
is always learning and improving.
Traditional companies are defined

by their siloes, rigidity, and
hierarchy. Systems in traditional
organizations are resistant to
change, don’t adapt quickly, and
generate endless frustration.
Agile organizations are based

around quick learning and
decision-making cycles.
They foster a common purpose,

using transparency and visibility to
AGILE VS. TRADITIONAL empower teams to make better
decisions.
ORGANIZATIONAL STRUCTURES Strive for the right balance
between speed and adaptability
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TRAITS OF AN AGILE ORGANIZATION:

Customer-centricity.
A network of teams.
A shared purpose.
Open communication.
Fast learning and decision cycles.
What are examples of agile companies?

Google.
Amazon.
Netflix.
Adobe.
General Electric.
PREETI KHANNA (ACADEMIC YEAR 2023-24) 41
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10-10-2023

CHECK INFO #4.1

In other words, product discovery should continue throughout the product’s

PEOPLE, ROLES IN NPD&D

NEW PRODUCT DEVELOPMENT: THE TEAMWORK BEHIND THE Function Roles

DEVELOPMENT Product Analytics •Business Analyst

“Isolation is death for product management.”

“It’s impossible for you to build a product without

CUSTOMER EXPERIENCE IS PIVOTAL TO AN APPLICATION SUCCESS

 Design the organization with clear charters and

A 2022 study conducted by

CUSTOMER CENTRICITY CUSTOMER – CENTRIC

Being Product-Centric vs. A customer-centric competitor focuses on

CUSTOMER-CENTRIC COMPANIES : DIGITAL PRODUCTS

THE CHALLENGES OF BECOMING A CUSTOMER-CENTRIC ORGANIZATION

Social media and digital

1. DACI DECISION-MAKING FRAMEWORK

through principles DACI:

2. RACI MATRIX, A TYPE OF RESPONSIBILITY ASSIGNMENT

3. THE DESIGN STRUCTURE MATRIX H

Reading down column D, we see that D has an output going to component B.

The chart contains a horizontal time line Systems that facilitate

The vertical line shows the current date, so we

Lea Hickman is currently a Partner at Silicon Valley Product Group, but

PRINCIPLE #3 Know your audience

• Make customer-centricity part of your team’s DNA.

• Cultivate a culture of continuous improvement that extends

Business Process Optimization

Offers Competitive Edge

Customized Solution DIFFERENT SOFTWARE PRODUCT

 saves time and promises the end product

Extreme programming contains methods targeting

Traditional companies are defined

Agile organizations are based

They foster a common purpose,

TRAITS OF AN AGILE ORGANIZATION:

What are examples of agile companies?

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