The Forrester Blog For Technology Marketing Professionals
This blog is a roll-up of all the posts from analysts who serve Technology Marketing Professionals. Individual analyst blogs are listed below. Visit Forrester.com to learn how we make Technology Marketing Professionals successful every day.
Here's just the sort of diagram that you might find in a book about product management. Or maybe it could be something that the VP of Product Management presents to other groups in the company, to explain the PM team's strategy for understanding customer requirements.
OK, I lied. It's not a diagram from a product management or product marketing presentation. Here's the real version of the diagram, which comes from an article in the Small Wars Journal, the magazine for people in the business of fighting guerrillas and terrorists. The article's title is a bit of a mouthful: Intelligence, Surveillance and Reconnaissance Collection Management in the Brigade Combat Team during COIN: Three Assumptions and Ten "A-Ha!" Moments on the Path to Battlefield Awareness.
Later today, I'm doing a teleconference on how product teams can use social media to make smarter product decisions. The presentation is based on a three-part series I'll soon be publishing on this topic. Click here for details.
I remember being at Novell in the late 90's and feeling absolute hate emanating towards Microsoft. This was despite us all using many of their products internally - including Windows - Microsoft has some extremely good products (Excel is a case in point). Novell's hatred of Microsoft caused them to go on an irrational buying binge to assemble products (Wordperfect, DR DOS et al) and compete head-on with Microsoft. As we know, this didn't work - nobody can beat a bigger adversary by attacking them head on. Hatred created a flawed strategy that led to failure.
Of course you have to observe your competitors carefully. Frequently, you'll need to react to what they're doing. However, that's not the same thing as shadowing their every move.
I've been doing a fascinating set of interviews with the successful heads of product management and product marketing organizations. Since the topic is, "Tell us your best practices," the interviews are the perfect occasion to probe many issues that vex people in this profession.
Whenever we got to the part about running a PM team, I inserted a question about the type of person who makes a good product manager. As seen in some of the research I did last year, product managers come to the profession from a motley collection of previous jobs. (No surprise there.)
However, it's clear from these interviews that the people who run PM departments are pretty unhappy with this state of affairs. Frequently, they've taken deliberate steps to fix it. Sometimes, this means an agonizing reappraisal of whether the people in the team today have all the skills and experiences they really need.
Among many reasons why I'm bummed that I won't be able to make this year's Forrester IT Forum, the Tech Innovation Demonstration sessions sounded really interesting. (Click here for IT Forum information, and then look at the agenda to find these events. )
If you're going to be in Las Vegas next week, you might want to block out the time to see what recently-announced technologies struck us as especially inventive, or just downright cool.
The weekly podcast for product managers and product marketers is here. This week, senior analyst Tim Harmon explains how SMBs will be critical during the recovery, and provide tips for tech vendors for working with their partners. Plus, tech industry trivia! For the link to the podcast, go here.
Ever since the IBM offer to acquire Sun fell through, we've been waiting for the other shoe to drop. Apparently, we didn't have to wait very long.
Honestly, I'm surprised at the strongly negative tone to many of the responses I've read or heard today. You expect to hear a lot of snarky sniping on Slashdot, but come on, Infoworld, do we really know that Oracle is going to lay off 10,000 Sun employees? (Which is a highly misleading headline, since in the last sentence of that article, you'll discover that Sun was already planning to lay off 6,000 people.)
Every deal has its pros and cons. Since other observerss have been focused on the potential downsides for Oracle, Sun, or their customers, let's leave those aside for the moment. Instead, let's talk about the waysin which this deal make sense.