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

'Hands-On’ Structured product management Experience (HOSE™)

Hands-On’ Structured product management Experience (HOSE™) is RLS's dynamic 9-stepped systematic approach to enable best-in-class management of your technology, product and portfolio lifecycle management. It is designed based on 24 years of experience in life sciences product management and leadership.

HOSE has 9-steps or elements. You can order them based on what’s important now. Click below to access critical success factors and challenging questions for successfully addressing the task areas below.

Please contact us at enquiries@releaselifesciences.com to work on this in detail for you and with you.

  • 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.

Contact RLS today to discuss your specific requirements

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