How to get out of your organization’s routine and create real value – for product managers This episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise, and experience power the most recognized and respected innovative companies in the world. PDMA is the longest-running professional association for product managers, leaders, and innovators, having started in 1976. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org. PDMA invited me to their conference, which was in Orlando, Florida, to interview some of their speakers. This speaker presented on the topic Get into the Discovery Zone. With Lean and Agile methods, it is too easy for teams to fall into the trap of pursuing speed and a sense of progress, while failing to provide value on the most important aspects that customers need. The Discovery Zone changes that. We’ll find out how from David Matheson. He’s a Practitioner & Thought Leader in Portfolio & Innovation Management and cofounder of SmartOrg, a Silicon Valley based company that connects innovation and finance. With decades of experience, David has helped senior management of firms around the world improve their results from portfolio management, product development, innovation, R&D, capital investment and strategy. He earned a Ph.D. at Stanford University where he has also taught strategic portfolio management. Summary of some concepts discussed for product managers [2:10] What is the problem that led to the Discovery Zone? The Discovery Zone grew out of my work with HP. Around the time the Apple Watch came out, HP had the best smartwatch. The innovation team was charged with figuring out if they could pull off a digital watch. They made a really cool watch and sold enough to show it’s real. Everyone got super excited. The management review board’s next questions was “How do we make a business out of this for HP?” The team ran ahead and made more watches. They proliferated about 10 different watches, and they all sold and made more money. The team came back and said, “Look at our great success,” but management said, “You did not answer our question. In fact you’ve demonstrated this cannot be a business for HP.” And they killed the program. It was probably the right call because the innovators charged ahead with making the product and didn’t think about answering the questions that would really make this work for HP. HP made a few SKUs of laptops and sold millions. Watches run in ten thousands. The innovation team demonstrated unintentionally they couldn’t make it scalable. There’s an innovation blind spot that Lean and Agile methods invite us to walk into. We come up with hypotheses and do the ones that make the most traction. “Learn quick” is the mantra. That’s good as far as it goes, but most teams often don’t do critical thinking. They don’t take a broad enough view and work on the wrong hypotheses is. Like the team at HP, they’re not asking the right questions. Useful link: * Visit David’s website, SmartOrg.com Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.