Player FM ऐप के साथ ऑफ़लाइन जाएं!
513: What product leaders need to know about making new product development work – with Jack Hsieh
Manage episode 448443749 series 1538380
Tips for managing global innovation projects
Watch on YouTube
TLDR
In this episode of Product Mastery Now, I speak with Jack Hsieh about successful product development strategies. Jack brings 20 years of experience managing innovation projects at companies like Sony Ericsson and Logitech. He shares practical insights from the Product Development and Management Association (PDMA) framework and explains how product managers can use these principles to improve their product development process. Through real examples from his work in consumer electronics and aerospace industries, Jack shows how PDMA’s body of knowledge helps create successful products while avoiding common pitfalls in portfolio management.
Key topics discussed:
- Innovation requires both strategy and execution
- Market research remains fundamental
- Process choice should match organization culture
- Portfolio decisions need global perspective
- Technical expertise matters in leadership
Introduction
While recording this episode at the PDMA Inspire Innovation Conference, I had the opportunity to talk with Jack Hsieh about product development evolution. PDMA has been supporting product professionals since 1976, making it the oldest organization dedicated to product management. Jack explains how PDMA’s comprehensive knowledge base helps companies innovate effectively across different industries and cultures.
Understanding New Product Development
Jack breaks down new product development (NPD) into clear components that every product manager should understand:
- Turning ideas into products and services that customers will buy
- Finding market opportunities that create value for organizations
- Making existing products better through strategic improvements
- Creating new value for established markets
The PDMA Body of Knowledge Framework
1. Strategic Alignment
Jack describes how product development needs alignment at multiple levels:
Strategy Level | What It Means | Why It Matters |
---|---|---|
Corporate Strategy | Company’s overall direction | Guides all product decisions |
Business Unit Strategy | Market-specific plans | Focuses resources effectively |
Innovation Strategy | Product development priorities | Directs innovation efforts |
Capability Strategy | Resource planning | Ensures successful execution |
2. Portfolio Management
During our conversation, Jack shares valuable insights from managing product portfolios at Sony Ericsson. He explains how the company handled three distinct product lines:
- Smartphones
- High-end feature phones
- Low-end feature phones
This experience taught him important lessons about resource allocation. For example, his business unit needed to coordinate holidays across three regions: Sweden, Taiwan, and Japan. The overlapping work schedule only provided 190 days per year for full team collaboration, making resource planning especially important.
Jack uses Boeing and Airbus as examples to illustrate key portfolio management principles:
Portfolio Decision | Impact | Lesson Learned |
---|---|---|
Boeing’s 737 platform extension | Technical challenges with aging platform | Need for balanced technical and business leadership |
Resource allocation across product lines | Product cannibalization between categories | Importance of global portfolio optimization |
Technical vs. business leadership | Impact on long-term product decisions | Value of technical expertise in leadership |
3. Process Management
Organizations need different development processes based on their specific needs. Jack explains several approaches:
Integrated Product Development (IPD)
- Works well for complex products
- Requires strong cross-functional coordination
- Popular in companies like Huawei
Agile Development
- Suited for rapid market feedback
- Enables quick product iterations
- Best for software and digital products
Waterfall Method
- Effective for well-defined requirements
- Provides clear project structure
- Works in regulated industries
Hybrid Approaches
- Combines planning from Waterfall
- Uses Agile for execution
- Balances structure and flexibility
4. Tools and Techniques
Jack mentions that he has personally used more than 70% of the tools in PDMA’s Body of Knowledge. These tools span different product development stages:
Development Stage | Tools Used | Purpose |
---|---|---|
Concept Development | Design thinking methods | Generate and evaluate ideas |
Product Testing | Alpha and beta testing | Validate product concepts |
Manufacturing | Pilot production models | Verify production capability |
5. Market Research
Jack emphasizes that market research remains the most important skill for product managers. Modern approaches include:
Advanced Research Technologies
- Eye tracking for user experience studies
- AI-powered customer insight analysis
- Predictive analytics for market trends
- Sensory analysis techniques
6. Culture and Organization
Organizational culture significantly affects product development success. Jack shares team structures that work:
- Cross-functional collaboration
- Clear role definitions
- Balanced technical and business input
7. Product Lifecycle Management
Jack shares a personal story about understanding market adoption patterns. When he started his consulting business, he initially focused on multinational companies in Taiwan, thinking his experience with foreign companies would be an advantage. Despite getting over 50 inquiries in his first year, he secured no deals. Reading Crossing the Chasm helped him understand why – these companies were early majority adopters, not early adopters, making them hesitant to work with a new consulting firm.
Real-World Applications
The Logitech Left-Handed Mouse Project
Jack shares an interesting case study from his time at Logitech. The project, named “Sicily Left,” aimed to create a mouse specifically for left-handed users. Key insights include:
- Market opportunity analysis:
- Left-handed users represent 10% of population
- Right-handed users could use the mouse with their left hand while writing
- Technical challenges:
- 30% of internal components needed redesign
- Simple mirroring wasn’t possible
- Full testing required for new design
- Product outcomes:
- Successful project execution
- Six-year product lifespan
- Lower than expected sales volume
Jack learned that the wrong business case for a project leads to a sub-optimal result.
Sony Ericsson Portfolio Management
Jack’s experience managing mobile phone portfolios provides valuable lessons:
Challenge | Solution | Outcome |
---|---|---|
Resource allocation across regions | Cross-cultural negotiation | Balanced compromise on project numbers |
Product line overlap | Price point coordination | Reduced internal competition |
Global team coordination | Holiday schedule planning | Improved workflow management |
Project Management vs. Product Management
During our discussion, Jack helps clarify the important differences between project and product management:
Aspect | Project Management | Product Management |
---|---|---|
Timeline Focus | Specific project duration | Full product lifecycle |
Success Metrics | On-time, on-budget delivery | Market success, customer satisfaction |
Scope | Defined project requirements | Evolving product strategy |
Conclusion
In this episode, Jack demonstrates how PDMA’s framework guides successful product development. His experiences at global companies like Sony Ericsson and Logitech show how these principles help product managers handle complex challenges. Whether you’re managing consumer electronics, aerospace products, or software, these insights can help you create better products and advance your career in product management.
Useful links:
Innovation Quote
“Innovation takes dedication, but the choice is more important than the dedication.” – Jack Hsieh
Application Questions
- How could you use PDMA’s portfolio management ideas to better manage your product mix?
- Which parts of your development process might work better using the hybrid approach Jack describes?
- What new market research methods could help your team understand customers better?
- How could you improve the way project and product managers work together in your organization?
Bio
Jack Hsieh has 20 years of experience in planning, executing, managing, and consulting on innovation projects across the world. Jack is the President at Maestro Project Management Consultants, which helps clients with innovation management, new product development, and project management. Previously, at Sony Ericsson, he led a cross-functional international team to develop handheld devices that served millions of users worldwide.
Thanks!
Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.
494 एपिसोडस
513: What product leaders need to know about making new product development work – with Jack Hsieh
Product Mastery Now for Product Managers, Leaders, and Innovators
Manage episode 448443749 series 1538380
Tips for managing global innovation projects
Watch on YouTube
TLDR
In this episode of Product Mastery Now, I speak with Jack Hsieh about successful product development strategies. Jack brings 20 years of experience managing innovation projects at companies like Sony Ericsson and Logitech. He shares practical insights from the Product Development and Management Association (PDMA) framework and explains how product managers can use these principles to improve their product development process. Through real examples from his work in consumer electronics and aerospace industries, Jack shows how PDMA’s body of knowledge helps create successful products while avoiding common pitfalls in portfolio management.
Key topics discussed:
- Innovation requires both strategy and execution
- Market research remains fundamental
- Process choice should match organization culture
- Portfolio decisions need global perspective
- Technical expertise matters in leadership
Introduction
While recording this episode at the PDMA Inspire Innovation Conference, I had the opportunity to talk with Jack Hsieh about product development evolution. PDMA has been supporting product professionals since 1976, making it the oldest organization dedicated to product management. Jack explains how PDMA’s comprehensive knowledge base helps companies innovate effectively across different industries and cultures.
Understanding New Product Development
Jack breaks down new product development (NPD) into clear components that every product manager should understand:
- Turning ideas into products and services that customers will buy
- Finding market opportunities that create value for organizations
- Making existing products better through strategic improvements
- Creating new value for established markets
The PDMA Body of Knowledge Framework
1. Strategic Alignment
Jack describes how product development needs alignment at multiple levels:
Strategy Level | What It Means | Why It Matters |
---|---|---|
Corporate Strategy | Company’s overall direction | Guides all product decisions |
Business Unit Strategy | Market-specific plans | Focuses resources effectively |
Innovation Strategy | Product development priorities | Directs innovation efforts |
Capability Strategy | Resource planning | Ensures successful execution |
2. Portfolio Management
During our conversation, Jack shares valuable insights from managing product portfolios at Sony Ericsson. He explains how the company handled three distinct product lines:
- Smartphones
- High-end feature phones
- Low-end feature phones
This experience taught him important lessons about resource allocation. For example, his business unit needed to coordinate holidays across three regions: Sweden, Taiwan, and Japan. The overlapping work schedule only provided 190 days per year for full team collaboration, making resource planning especially important.
Jack uses Boeing and Airbus as examples to illustrate key portfolio management principles:
Portfolio Decision | Impact | Lesson Learned |
---|---|---|
Boeing’s 737 platform extension | Technical challenges with aging platform | Need for balanced technical and business leadership |
Resource allocation across product lines | Product cannibalization between categories | Importance of global portfolio optimization |
Technical vs. business leadership | Impact on long-term product decisions | Value of technical expertise in leadership |
3. Process Management
Organizations need different development processes based on their specific needs. Jack explains several approaches:
Integrated Product Development (IPD)
- Works well for complex products
- Requires strong cross-functional coordination
- Popular in companies like Huawei
Agile Development
- Suited for rapid market feedback
- Enables quick product iterations
- Best for software and digital products
Waterfall Method
- Effective for well-defined requirements
- Provides clear project structure
- Works in regulated industries
Hybrid Approaches
- Combines planning from Waterfall
- Uses Agile for execution
- Balances structure and flexibility
4. Tools and Techniques
Jack mentions that he has personally used more than 70% of the tools in PDMA’s Body of Knowledge. These tools span different product development stages:
Development Stage | Tools Used | Purpose |
---|---|---|
Concept Development | Design thinking methods | Generate and evaluate ideas |
Product Testing | Alpha and beta testing | Validate product concepts |
Manufacturing | Pilot production models | Verify production capability |
5. Market Research
Jack emphasizes that market research remains the most important skill for product managers. Modern approaches include:
Advanced Research Technologies
- Eye tracking for user experience studies
- AI-powered customer insight analysis
- Predictive analytics for market trends
- Sensory analysis techniques
6. Culture and Organization
Organizational culture significantly affects product development success. Jack shares team structures that work:
- Cross-functional collaboration
- Clear role definitions
- Balanced technical and business input
7. Product Lifecycle Management
Jack shares a personal story about understanding market adoption patterns. When he started his consulting business, he initially focused on multinational companies in Taiwan, thinking his experience with foreign companies would be an advantage. Despite getting over 50 inquiries in his first year, he secured no deals. Reading Crossing the Chasm helped him understand why – these companies were early majority adopters, not early adopters, making them hesitant to work with a new consulting firm.
Real-World Applications
The Logitech Left-Handed Mouse Project
Jack shares an interesting case study from his time at Logitech. The project, named “Sicily Left,” aimed to create a mouse specifically for left-handed users. Key insights include:
- Market opportunity analysis:
- Left-handed users represent 10% of population
- Right-handed users could use the mouse with their left hand while writing
- Technical challenges:
- 30% of internal components needed redesign
- Simple mirroring wasn’t possible
- Full testing required for new design
- Product outcomes:
- Successful project execution
- Six-year product lifespan
- Lower than expected sales volume
Jack learned that the wrong business case for a project leads to a sub-optimal result.
Sony Ericsson Portfolio Management
Jack’s experience managing mobile phone portfolios provides valuable lessons:
Challenge | Solution | Outcome |
---|---|---|
Resource allocation across regions | Cross-cultural negotiation | Balanced compromise on project numbers |
Product line overlap | Price point coordination | Reduced internal competition |
Global team coordination | Holiday schedule planning | Improved workflow management |
Project Management vs. Product Management
During our discussion, Jack helps clarify the important differences between project and product management:
Aspect | Project Management | Product Management |
---|---|---|
Timeline Focus | Specific project duration | Full product lifecycle |
Success Metrics | On-time, on-budget delivery | Market success, customer satisfaction |
Scope | Defined project requirements | Evolving product strategy |
Conclusion
In this episode, Jack demonstrates how PDMA’s framework guides successful product development. His experiences at global companies like Sony Ericsson and Logitech show how these principles help product managers handle complex challenges. Whether you’re managing consumer electronics, aerospace products, or software, these insights can help you create better products and advance your career in product management.
Useful links:
Innovation Quote
“Innovation takes dedication, but the choice is more important than the dedication.” – Jack Hsieh
Application Questions
- How could you use PDMA’s portfolio management ideas to better manage your product mix?
- Which parts of your development process might work better using the hybrid approach Jack describes?
- What new market research methods could help your team understand customers better?
- How could you improve the way project and product managers work together in your organization?
Bio
Jack Hsieh has 20 years of experience in planning, executing, managing, and consulting on innovation projects across the world. Jack is the President at Maestro Project Management Consultants, which helps clients with innovation management, new product development, and project management. Previously, at Sony Ericsson, he led a cross-functional international team to develop handheld devices that served millions of users worldwide.
Thanks!
Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.
494 एपिसोडस
सभी एपिसोड
×प्लेयर एफएम में आपका स्वागत है!
प्लेयर एफएम वेब को स्कैन कर रहा है उच्च गुणवत्ता वाले पॉडकास्ट आप के आनंद लेंने के लिए अभी। यह सबसे अच्छा पॉडकास्ट एप्प है और यह Android, iPhone और वेब पर काम करता है। उपकरणों में सदस्यता को सिंक करने के लिए साइनअप करें।