As promised, our newest Consumer Product Strategy panel survey launches today. We invite all readers to take this 3-minute survey to tell us about how your company uses social media, what kinds of policies and procedures are in place for sharing information from social media with product development teams, and how that information is used to affect product strategy. In return for your time, all respondents will recieve a copy of the research report containing the results of the survey.
As we've discussed before, Agile adoption swelled in the last one or two years, diving into the mainstream of how businesses build and deliver value to customers. (You can definitely say that Agile is mainstream if there's more than a one-third chance that, in your next job in a development team, you'll be following Agile practices.) At a time when the public perception of companies has taken a brutal beating, that outcome is a genuine compliment to many businesses.
When the economic storm clouds gathered, companies might have battened down the hatches, sticking to the most tried-and-true ways of doing business. The recession might have been the strongest argument against disruptive changes, once the economic margin of error became a lot smaller. A business process as critical as product development might have been the last thing anyone wanted to tinker with.
Therefore, Agile presented just the kind of disruptive change that organizations might have avoided. It doesn't work unless organizations embrace new values and procedures. These changes ripple throughout the organization, especially in the technology industry, where the technology is the business, not just a business accelerator. Every team must figure out how to chart its own Agile course, usually leading to an idiosyncratic mix of Agile and non-Agile methods. None of these changes will be easy.
Agile adoption requires a change in values, not just a change in process. That's the message of the Agile Manifesto, and everything we've learned in the year since the Manifesto's publication has only expanded and emphasized it. We might not have all the specifics on how that relationship works (for example, does an "Agile culture" automatically dictate Agile practices?), but the correlation is definitely there.
In technology companies, these values are critically important, since technology does not just improve the business, it is the business. Agile changes how teams develop and deliver technology. In a technology company, delivery includes practically everyone outside the development team—marketing, sales, support, consulting, partners, you name it. Beyond the janitorial staff, it's hard to think of someone who won't be effected when a tech company goes Agile.
Consequently, product managers and product marketers, sitting on the border between the development team and everyone else, are simultaneously the agents and targets of Agile transformation. For example, when monolithic releases crumble into many smaller iterations, people throughout the rest of the company have obvious questions, such as, When can I tell a customer to expect the enhancement they've wanted for the last two years? When is the next time we're going to have to do sales training? When will we have delivered enough new value to merit a product launch? PMs facing this situation will have to make adjustments to their own work, such as building and communicating the product roadmap.