Which business problems will Google Wave address? A few weeks ago, I watched the Google Wave launch video with a mix of interest and nervousness. A big part of my reaction was shaped (warped?) by my experience doing product management and product marketing for collaboration and content management products. While I didn't launch myself at the screen yelling "Noooooooo!" (in slow motion), I did worry that Google might walk straight into an all-too-familiar minefield of competing solution areas.
Collaboration and content management pose a classic problem in requirements and design: Which solution do you want to target? If you build a product without prioritizing among all the different business problems that it might address, you'll build a very "horizontal" product that satisfies no one. Or, worse, it makes perfect sense to you, but everyone else struggles to see how it will best work for them.
Cindy Alvarez, ace product manager and fellow blogger, tells us why it's hard for tech companies to build a products that are easy to use. We also discuss product manager's responsibilities for identifying new markets.
Plus, a review of a fascinating book about a highly successful tech company, and the requirements survey is underway! Copyright (c) 2009 Tom Grant.
We're doing a major research project on the state of product requirements in the technology industry. To make this project as successful as possible, we need your participation in either or both aspects of it, the survey and the examples. (Whichever works for you.)
What's in it for you? When the final research document is done, we'll give you a copy. We also promise to keep any information you provide confidential.
The survey We just launched the survey at the following link:
If you have approximately 20 minutes to spare, we're interested in hearing how you collect, write, review, and circulate requirements in your organization. Also, please feel free to forward this link to anyone you think would be interested in participating in this survey.
As a Forrester analyst, I talk directly to product managers, product marketers, product VPs, development managers, CEOs, you name it. Sometimes, I discover that people in these roles don't know the full range of research, data, and other services that Forrester provides to them as our clients. Therefore, I thought it would be worth a quick post about one of these services, inquiries.
Have a question? Set up a 30 minute inquiry and we'll do our best to answer it for you. Since my research covers a bundle of related topics--product management, product marketing, requirements, Agile, social media, product strategy, etc.--the questions sent my way usually fit into these categories. I also get no small number of questions that fall naturally into the penumbra of these topics, such as market development, innovation, standards, and tools. Here are some recent examples:
I have boardgames on the mind lately, since game development has some interesting parallels to product development in the technology industry. Today's twist: Boardgame designers put a lot of effort into creating a particular experience. There are lots of ways to make bad design decisions, but the really good ones don't reveal themselves unless you "playtest" them. Unfortunately, the "user experience" testing for a $100,000 piece of technology often isn't nearly as rigorous as the playtesting for a $30 boardgame.
For the full discussion, follow this link to The Heretech blog.
As part of my research around the IT management software market, I spent some days with CA last week and met several of their customers as well. One of the customers is a large financial service institute – their name is not relevant to the point of this blog so I will not name them (I would have to ask their permission first).
What particularly interested me was this customer’s definition of a partnership with their suppliers. They are pursuing a strategic sourcing strategy for their IT management software and wish to restrict their interactions to a select shortlist of vendors whom they wish to consider as "vendor partners". They have three simple requirements of a vendor who wishes to be in this list.
The recession has sharpened the points of a dilemma that technology vendors were already facing: Do cleave closely to our existing customers, or try to expand outwards? Do we try to sell more into existing account in familiar markets, or do we look for new markets where people are struggling with business problems that look congruent with the ones we're solving for our existing customers?
With no obviously correct choices, vendors experiment, to the point where they see real opportunity, or decide that the exercise is going nowhere. But how do you know if you've invested enough into the experiment to get a reliable result?
Avaya has announced today, July 20, 2009, their desire to acquire Nortel’s Enterprise Business Unit and the shares of Nortel Government Solutions and DiamondWare, Ltd, bidding $475M for the businesses. Avaya has offered to assume $28M in debt associated with Nortel Government Solutions as part of the transaction. This kicks off a set of processes that will lead to a new owner for Nortel – and it may be Avaya or some other bidder.
Why are Nortel and Avaya interested in joining forces?