HOSE™ Success Map – for you to achieve best-in-class product management

• Identify, engage and manage stakeholders into the business case/ customer requirements/ market requirements/ product requirements development and planning
• Identify, agree and communicate critical milestones at stages from product concept to board approval and funding decisions.
• Agree on product success dependencies with stakeholders and link to milestones.
• We have agreed check list as outcome from team and review meetings which includes - Market sizing, Market dynamics, Financial forecasting, Technical review, Regulatory review.
• Product development and plan update proposals streamlined to a compelling pitch (1 minute, 5–10-minute, full investor plan).

• Do I need deeper technical interviews?
• Do I need broader quantitative market research-based surveys?
• Do I need desk-based macro and micro-environmental research? Telephone interviews? Customer panels? Focus panels?
• In context with the market dynamics, your strategy and your capabilities.
• Do I have enough insight to transfer market requirements to prioritised product features and benefits?
• How does my plan look ‘bottom up’?
• How does my product help collections of humans with their ‘jobs-to-be-done’?

• Who are my stakeholders?
• What are my strategies and priorities through all stakeholder functions that: ensure engagement? Increase the chances of goal alignment? - starting at the top.
• Guidance and best practice to
  • build collaborative project teams with clear agreed goals against organisational priorities.
  • demonstrate how to effectively delegate project priorities across all functions.
  • manage information actively. For example, to drive Sales or Planning.
• How does my leadership, team and peers rate stakeholder engagement who with the project’s priorities?

• Agreed strategy for product volume, share gain, revenue and margin impact?
• Aligned to the global portfolio strategy and product P&L?
• Proposed opportunities to implement volume, cost and share gain improvement activities?
• Team gap analysis/ After Action Review (AAR) and conclusions to enhance the future global product strategy?

• Timeframe: 1–5-year portfolio planning?
• Evaluation: set-up and implement organisational priorities aligned to portfolio plan on 1-year and 5-year basis?
• Analysis: of product workflow solutions and a defined improvement plan?
• Structure and leadership: agreed format for portfolio management and project presentations to executives for critical updates and decisions?
• Review: After Action Review (AAR) on strength of business case?
• Testing: A compelling and competitive product positioning/customer focused value propositions which achieves customer advocacy?
• Transparent: portfolio priorities?
• Enhanced: broaden product offer so it’s more complete for customers?
• Aligned: Product specifications in line with the market opportunity and technical capabilities?
• Repeat and Improve: Market and customer analysis to develop customer insight, understand trends, risks and opportunities. Through extensive research and identifying and asking the most critically important questions.

• A product roadmap strategy from NPD to discontinuation.
• Managed product obsolescence by ‘the bottom 10%’.
• The product launch and product marketing plan/ tactics, in close collaboration with the sales channel(s) and with shared goals.
• Effective communication from New Product Development (NPD) to obsolescence.
• A detailed market pricing and economic analysis.

• Ensuring that training priorities are focused and matched to the business and portfolio strategies.

• Conducting training needs analysis, evaluating training outcomes in continually evolving and improving training programmes.

• Executing training matched to the marketing plan with meticulously prepared training materials.

• Enabling best practice and shared learning

• A managed mini-P&L for the product to lever price, volume, share gain, revenue and margin opportunities more effectively.
• A balanced approach to lever the most impactful opportunities.
• Data mining, analysis and conclusions to enhance the global pricing strategy and its contribution to the bottom line.

• Accountable for the product P&L, is the product manager feeling empowered and viewed as the general manager and go to authority for their product(s)?
• Successful at leading cross functional projects to completion.
• Promoting the product internally and externally.
• Fostering engagement and action from stakeholders in Operations, R&D, Quality, etc.
• Capturing product feedback and communicating success relentlessly.