Podcasts about product lifecycle

Want to leave me a Question for next quarter's AMA episode (OR leave me a little podcast love note)?! CALL IN TO THE ‘BUYER HOTLINE' HEREIntroducing… the very first Buyer Hotline Episode! Answering YOUR questions on product collections, pitching retailers & working with sales reps.If you grew up in the late 80s/early 90s, you know that calling a hotline was the ultimate thrill. Radio contests, cheesy infomercials, you name it. Fast forward to 2025, and we're bringing those hotline vibes straight to your earbuds - but product based business edition. I opened up the line to you - my Buyer Insiders - and you delivered some amazing voice questions. I'm answering them LIVE on the podcast today, covering:How to actually build a strategic product collection (beyond just throwing products on Faire)How to confidently make the ask with retailers (without feeling like an awkward sales robot)And... should you work with a sales rep? How do you even know if it's the right time?This episode is packed with actionable advice because you deserve wholesale strategies that actually move the needle - without the guesswork or burnout.So let's dive into the very first Buyer Hotline!What you'll learn:Why curation and "reason for being" matters more than ever when launching a product collectionA simple DM script to pitch retailers without feeling salesyHow to vet a sales rep (and why a bad one could mess with your brand reputation)Why "failed" promotions or ideas might just be the best thing for your business growthHow to plan your next product collection strategically, not emotionallyEpisodes referenced:Episode 81: When (and How) to Launch a Product CollectionEpisode 82: Understanding the Product Lifecycle to Boost Your ProfitabilityEpisode 59: A Wholesale Buyer Outreach Strategy That Actually ConvertsCONNECT FURTHER WITH KRISTIN!Want to leave a Question to air on the podcast (OR leave a little podcast love note)? CALL IN TO THE ‘BUYER HOTLINE' HEREListen to the private podcast series UNLOCKING FAIRE - Get instant access HEREReady to scale on Faire? Check out The Faire BootcampWebsite: kristinfishercoaching.comInstagram @kristinfishercoachingContact: hello@kristinfishercoaching.com

LinksHomeGymConTAKEOVER StrengthDown to the WireOutline0:00 Introduction and Background1:46 Feedback and Community Response04:42 Transition to Takeover Strength07:32 Challenges in the Barbell Market10:36 Product Lifecycle and Market Dynamics13:34 Partnership and Collaboration18:09 Launch of New Products21:56 Intellectual Property and Innovation24:12 Introduction to Takeover Strength27:26 Innovative Product Development32:22 Collaborations and Industry Connections36:10 Reflections on Successes and Mistakes41:33 Impact of Tariffs on the Industry54:23 Future of Manufacturing in the Fitness Industry57:40 The Evolution of Barbells and Innovation01:00:08 The Impact of Manufacturing Choices01:02:54 Economic Perspectives on Gym Equipment01:06:18 Consumer Behavior and Gym Equipment Purchases 01:08:43 Navigating Industry Challenges and Brand Identity01:16:09 Future Aspirations and New Beginnings01:19:29 Rich's Journey: From Gambling to Business Success

Global Agile Summit Preview: Unifying Strategy, Discovery, and Delivery in Product Development With Roman Pichler In this BONUS Global Agile Summit preview episode, we explore a crucial topic that's shaping how we approach product development—sometimes in ways that serve us well and sometimes in ways that hold us back.  There's a growing trend in our industry to explicitly separate strategy, discovery, and delivery into distinct activities or even different teams. On the surface, this seems logical: strategy decides the right thing to do, discovery figures out how to do it, and delivery gets it done. But is this division actually helping us? Or is it creating barriers that make great product development harder? The Origins of Product Discovery "I think it's partly based, at least on Marty Cagan's work, and his insight that many teams are very much focused traditionally on delivering outputs, on writing code. And I think his original intention was to say, 'Let's not worry about creating outputs. Let's also make sure that what we creating makes sense.'" Roman Pichler shares insights on how the concept of product discovery emerged as a reaction to teams being overly focused on outputs rather than outcomes. He explains that conceptually distinguishing between product strategy, discovery, and delivery can be helpful—much like organizing clothes into different sections of a wardrobe. However, in reality, these activities must be connected, informing and guiding each other rather than existing as sequential steps. The Risks of Separating Product Strategy, from Discovery, and from Delivery "If we have a group of people who takes care of strategic decisions, a different group focusing on product discovery, and another group—the tech team—who focuses on product delivery, and those groups don't talk as much as they could and should do, then suddenly we have a sequential process and handoffs." One of the primary challenges with separating strategy, discovery, and delivery is the risk of creating handoffs between different teams. Roman highlights how this sequential approach can slow down value creation, lead to knowledge loss, and increase the likelihood of introducing mistakes. This separation can create barriers that ultimately make product development more difficult and less effective. In this segment, we refer to the podcast interview with Tim Herbig on the concept of Lateral Leadership, and how that is critical for product people. Integrating the Work Streams "What I usually use as a visualization tool is three work streams: a strategy work stream, a discovery work stream, and a delivery work stream. The strategy stream guides the discovery stream. The discovery stream guides the delivery stream, and then the delivery stream informs the discovery stream, and the discovery stream informs the strategy stream." Rather than seeing strategy, discovery, and delivery as separate phases, Roman suggests visualizing them as parallel work streams that continuously inform and guide each other.  This approach recognizes that strategy work doesn't just happen at the beginning—it continues throughout the product lifecycle, adapting as the product evolves. By integrating these work streams and ensuring they're interconnected through feedback loops, teams can create a more cohesive and effective product development process. The Power of Collaboration "The important thing is to make sure that the different areas of work are not disjointed but interlinked. A key element to make that work is to use collaboration and teamwork and ensure that there aren't any handoffs, or avoid handoffs as much as possible." Collaboration and teamwork are essential to successfully integrating strategy, discovery, and delivery. Roman emphasizes the importance of bringing product people—who understand customer needs, business models, and stakeholder relationships—together with tech teams to foster innovation and create value. This collaborative approach helps overcome the challenges that arise from treating these activities as separate, sequential steps. Building an Extended Product Team "Form a big product team, a product team that is empowered to make strategic decisions and consists not only of the person in charge of the product and maybe a UX designer and a software developer, but also key business stakeholders, maybe somebody from marketing, maybe somebody from sales, maybe a support team member." Roman advocates for forming an extended product team that includes not just product managers, designers, and developers, but also key business stakeholders. This larger team can collectively own the product strategy and have holistic ownership of the product—not just focusing on discovery or delivery. By empowering this extended team to make strategic decisions together, organizations can ensure that different perspectives and expertise inform the product development process. Practical Implementation: Bringing it all Together "Have regular meetings. A specific recommendation that I like to make is to have quarterly strategy workshops as a rule of thumb, where the current product strategy is reviewed and adjusted, but also the current product roadmap is reviewed and adapted." Implementing this integrated approach requires practical mechanisms for collaboration. Roman recommends holding quarterly strategy workshops to review and adjust the product strategy and roadmap, ensuring they stay in sync with insights from development work. Additionally, he suggests that members of the extended product team should attend monthly operational meetings, such as sprint reviews, to maintain a complete understanding of what's happening with the product at both strategic and tactical levels. Moving Beyond Sequential Thinking "Unfortunately, our software industry has a tendency to make things structured, linear, and assign ownership of different phases to different people. This usually leads to bigger problems like missing information, problems discovered too late that affect 'strategy', but need to be addressed in 'delivery'." One of the challenges in adopting a more integrated approach is overcoming the industry's tendency toward linear, sequential thinking. Roman and Vasco discuss how this mindset can lead to issues being discovered too late in the process, after strategic decisions have already been made. By embracing a more iterative, interconnected approach, teams can address problems more effectively and adapt their strategy based on insights from discovery and delivery. About Roman Pichler Roman Pichler is a leading product management expert specializing in product strategy, leadership, and agility. With nearly 20 years of experience, he has coached product managers, authored four books, and developed popular frameworks. He shares insights through his blog, podcast, and YouTube channel and speaks at major industry conferences worldwide. You can link with Roman Pichler on LinkedIn and check out the resources on Roman Pichler's website.

Welcome back to the Buyerside Chat! We're diving into the importance of the Product Life Cycle for your business and how it can impact your profitability, assortment balance, and overall strategy.In this episode, you'll hear:What the Product Lifecycle is and why it matters for your businessThe common mistakes brands make with their SKUs and collectionsThe three lifecycle buckets and how to apply them to your businessTips on curating and editing your product assortment effectively using the Product Lifecycle strategyHow to leverage the product life cycle for better inventory planning, cost savings, and marketing strategiesWe'll chat through everything that you need to know about managing your product assortment to help you implement this strategy. The goal with these short conversations is to help you to become the buyer of your own business and make smarter, more strategic decisions.Enjoy the chat!RESOURCES:Listen to Episode 81: Your Product Launches: When and How Much?! CONNECT FURTHER WITH KRISTIN!Listen to the private podcast series UNLOCKING FAIRE - Get instant access HEREReady to scale on Faire? Check out The Faire BootcampWebsite: kristinfishercoaching.comInstagram @kristinfishercoachingContact: hello@kristinfishercoaching.com

Send us a textIn this episode of Definitely Maybe Agile, Peter Maddison and Dave Sharrock dive into the nuances of intake funnels and definitions of ready—key concepts for ensuring work progresses effectively. They explore how traditional project delivery mindsets differ from product-driven approaches, emphasizing the need for adaptability, continuous learning, and decision points that prevent wasted effort.From setting clear entry criteria to measuring throughput and pivoting when needed, they break down how teams can structure their workflows to prioritize value-driven outcomes. Whether you're refining your backlog, managing stakeholder expectations, or optimizing delivery processes, this episode provides practical insights to help you navigate uncertainty while keeping momentum.This week´s takeaways: Clear intake process – Define criteria to assess idea readiness before execution.Product vs. project mindset – Embrace uncertainty and pivot as needed.Measure progress – Use checkpoints and throughput tracking to prioritize work.Tune in to learn how to balance discipline with flexibility and ensure your work moves forward with intention!

This episode introduces product lifecycle governance, offering practical techniques for engineering managers to tackle challenges like backlog prioritisation and leadership misunderstandings, helping turn potential problems into strategic advantages. Uncover how to use product lifecycle governance to expose vulnerabilities in your product development process, by understanding where decisions are made and who makes them. Learn how to move beyond simply managing a product to governing its lifecycle, turning unexpected issues into opportunities for better alignment and strategic advantage. Discover why understanding your governance model is crucial for ensuring that everyone is working on the most important tasks, and how to iterate on it for better clarity and effectiveness. Explore why focusing on a clear governance model and identifying decision points can be more useful than simply executing processes without understanding the bigger picture. Learn why surfacing tech debt and integrating it into your backlog is essential for a healthy product lifecycle. Understand that documenting and sharing your governance model can lead to better collaboration and alignment within the organisation.This episode provides language and a mental model around product lifecycle governance to help navigate challenges, especially when transitioning to a new role or company. It emphasises understanding where decisions are being made, what your power is as a manager, and how to collaborate to develop a better governance model. The goal is to ensure everyone is working on the right thing at the right time, optimising decision-making and processes.

This week Steve Smith chats with David Hixon, the Executive Director - Head of Product & Lifecycle Marketing of Ally.

Discover the four critical phases of product lifecycle management and learn how to navigate each stage successfully. In this comprehensive guide, we break down:MVP: Building your initial product and finding market fitGrowth: Scaling teams and features effectivelyMaturity: Optimizing operations and maintaining market positionSunset: Managing decline and transitioning strategiesFor each category, we explore:Team composition and changesEvolution of Product strategiesWhat gets handled (and what does not)Strategic decisions made during transitionsJoin Product Manager Brian Orlando and Enterprise Business Agility Coach Om Patel for a podcast sure to be perfect for product managers, agile coaches, and tech leaders looking to understand how team dynamics and product strategies evolve throughout a product's lifecycle.#ProductManagement #AgileMethodology #ProductLifecycle #ProductStrategy #ProductDevelopment #MVP #ProductGrowth #TechLeadership #ProductMaturity #ProductSunset= = = = = = = = = = = =Watch it on YouTube= = = = = = = = = = = =Subscribe on YouTube:https://www.youtube.com/channel/UC8XUSoJPxGPI8EtuUAHOb6g?sub_confirmation=1Apple Podcasts:https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Spotify:https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Amazon Music:https://music.amazon.com/podcasts/ee3506fc-38f2-46d1-a301-79681c55ed82/Agile-Podcast= = = = = = = = = = = =Toronto Is My Beat (Music Sample)By Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

This month, join Seth Stephenson as he sits down with Marshall Thomas, the president of F&W Forestry as they discuss the forest products lifecycle and what it takes to stave off decline. Thomas explains how we got to where we are today and what needs to happen next to save the pulp and paper sector.Thank you to F&W Forestry for sponsoring this episode. We appreciate their support of the show.You can find more music from Some Guy Named Robb/Robb McCormick on Spotify or by visiting https://www.sgnrobb.com/.For more information about the Arkansas Forestry Association visit arkforests.org.

Chris Yin is CEO/Co-Founder of Plume, which he founded in 2024 to redefine how people use and think about RWAs. He is leading the team realizing the vision to simplify how users bring any kind of asset including collectibles and alternative assets in addition to traditional financial instruments onchain. Chris has an accomplished track record as a product lead and investor, with prior positions at Beluga, Scale Venture Partners, and Rainforest QA. In this conversation, we discuss:- RWAs- RWA-Fi- Advantages of tokenizing assets- Biggest challenges in RWA deployment- Plume's unique offerings in the RWA space- Which collectibles and alternative assets that will be most valuable to bring onchain- Alternative assets for retail investors- Crypto evolving to serve institutional partners-RWA based loans and looping- Understanding the crypto product life cycle- Knowing your audiencePlume NetworkWebsite: www.plumenetwork.xyzX: @plumenetworkTelegram: t.me/plumenetwork_communityChris YinX: @chriseyinBlog: www.chrisyin.xyz ---------------------------------------------------------------------------------  This episode is brought to you by PrimeXBT.  PrimeXBT offers a robust trading system for both beginners and professional traders that demand highly reliable market data and performance. Traders of all experience levels can easily design and customize layouts and widgets to best fit their trading style. PrimeXBT is always offering innovative products and professional trading conditions to all customers.   PrimeXBT is running an exclusive promotion for listeners of the podcast. After making your first deposit, 50% of that first deposit will be credited to your account as a bonus that can be used as additional collateral to open positions.  Code: CRYPTONEWS50  This promotion is available for a month after activation. Click the link below:  PrimeXBT x CRYPTONEWS50

One of the things that makes patient engagement for pharma companies so challenging is that it's not something that can be added to one step of a process and then checked off the list. Real patient engagement needs to be integrated into processes every step of the way. In today's podcast, brought to you by Reverba, Reverba CEO Cheryl Lubbert joins host Jonah Comstock to walk through the steps of the product lifestyle and explore the role of the patient at each of those stages: from preclinical through commercialisation and beyond. Lubbert discusses the relationship between patient engagement, patient activation, patient centricity, and patient co-creation. She gives a wealth of examples from her experience as a long-time leader in the pharma industry to give context to the many ways to incorporate patients and their feedback into product discovery, clinical trials, product development, launch, and post-launch. Finally, at the end of the podcast Lubbert gets into a few other hot-button issues including diversity and representation, as well as AI and how it will affect patient engagement. Tune in for interesting and actionable tips about patient engagement in pharma.

We've heard of lean manufacturing, batch manufacturing, sustainable manufacturing, but what about remanufacturing? This week, Tech Mahindra's Manish Giniwala joins us to uncover the challenges and opportunities in reviving used products, the impact on supply chains, and the intersection of sustainability, circularity, and profitability. Come join us as we discuss the Future of Supply Chain.

In today's informative episode, we tackle the topic of project management for product developers. We explore how project management can often be daunting for many entering the field, emphasising that while core development skills are crucial, effective project management is also essential for successful product launches. We also discuss the benefits of using modern tools over traditional methods like Excel to improve efficiency and distribute workload among teams more effectively.Lucy shares her natural affinity for project management and suggests that while not everyone will share this inclination, understanding and handling the complexities of project management are vital. Amy adds that organisational awareness and proper system support can alleviate the perceived burden from product developers.We mention specific tools like Monday.com, and ClickUp that can assist product developers in managing projects more effectively. Project management is not just a role but also an opportunity to oversee a product's journey from concept to launch, which can be highly rewarding.Timestamps- [00:01:00] Introduction to project management challenges in product development.- [00:02:11] Discussing the core skills needed beyond 'foodiness'.- [00:04:15] The importance of communication and soft skills in project management.- [00:10:12] How using specific tools and software can aid project management.- [00:14:55] Educational discussion on the implementation of project management in businesses.- [00:18:53] Highlighting the privilege of managing a project from start to finish.- [00:20:27] Introduction to the NPD Fundamentals course.Links and Resources:Website Link: https://ohforfoodssake.co.uk/FB Link: https://www.facebook.com/groups/ohforfoodsakeLinkedIn: https://www.linkedin.com/company/oh-for-food-s-sake/You can follow us here on Instagram: https://www.instagram.com/oh_forfoodssake/For industry consulting from Lucy, connect with her on Instagram or LinkedIn.Find her on Instagram or LinkedIn for further support with industry coaching and facilitation from Amy.See you next time!

Ever walked into a Starbucks and immediately thought “this looks like every other Starbucks?” Probably not. But, the painstaking effort organizations go to to maintain brand standards is manual and phenomenal. Huibin Yu is the founder of Fohlio. Fohlio is building a better path to digitize the process of product data management, specification, procurement, brand standards, and inventory. Creating tech in an industry that is the last frontier for technology and defining the industry standard.In this episode, we talk about about some of the challenges that hotels face in product data management, specification, procurement, brand standards, and inventory.In this episode, you'll learn about:The challenges hotels and design firms face in managing specifications, procurement, and project timelines across multiple brands and locations.How Fohlio's platform helps organizations streamline their specification and procurement workflows while enabling collaboration between teams.The importance of data visibility, cost control, and value engineering in hospitality design and construction projects.The role of an international, diverse team in providing multilingual support to global clients.Join the conversation on today's episode on The Modern Hotelier LinkedIn pageThe Modern Hotelier is produced, edited, and published by Make More MediaSponsor spotFohlio: https://www.fohlio.com/Fohlio is building a better path to digitize the process of product data management, specification, procurement, brand standards, and inventory. Creating tech in an industry that is the last frontier for technology and defining the industry standard.Links:Huibin Yu on LinkedIn: https://www.linkedin.com/in/huibinyu/Fohlio: https://www.fohlio.com/For full show notes head to: https://themodernhotelier.com/episode/69Follow on LinkedIn: https://www.linkedin.com/company/the-...Connect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil...

We're talking about Google's layoffs and how it affects Flutter and Dart, then AMD is working to push AMF code into FFMPEG, and it's time for Open Source to grow up. RHEL has an AI offering, NVidia is suggesting Open Source kernel drivers, and Zed is coming to Linux. Then there's Pi Connect pulling a Sherlock, KDE working on color management, and a bit of a history lesson on where we came from. For tips, we have the Radion TUI radio player, || : to ignore errors in a script, the Mixxx DJ app for all those underground raves, and PanWriter for markup editing. You can catch the show notes at https://bit.ly/3UTCJ5C, and we'll see you next time! Host: Jonathan Bennett Co-Hosts: Rob Campbell, David Ruggles, and Jeff Massie Want access to the video version and exclusive features? Become a member of Club TWiT today! https://twit.tv/clubtwit Club TWiT members can discuss this episode and leave feedback in the Club TWiT Discord.

824: Behind every successful digital transformation is a well-defined mission that drives the enterprise toward a common goal. At Collins Aerospace, CIO Mona Bates leads her team with the company's mission in mind and ensures everyone feels that tie to the business and the customers they serve. In this interview, Mona talks about the strategy behind Collins' digital transformation, the four pillars that make up that strategy, and how the company's mission connects her globally distributed team. She emphasizes the importance of building digital literacy in talent beyond IT, defines the process of digitizing the product lifecycle, and explains her methods of collaborating with the other business units within the broader organization of RTX. Finally, Mona describes her passion for diversity, equity, and inclusion; reflects on the keys to her career success; and looks ahead at the trends in technology and beyond.

824: Behind every successful digital transformation is a well-defined mission that drives the enterprise toward a common goal. At Collins Aerospace, CIO Mona Bates leads her team with the company's mission in mind and ensures everyone feels that tie to the business and the customers they serve. In this interview, Mona talks about the strategy behind Collins' digital transformation, the four pillars that make up that strategy, and how the company's mission connects her globally distributed team. She emphasizes the importance of building digital literacy in talent beyond IT, defines the process of digitizing the product lifecycle, and explains her methods of collaborating with the other business units within the broader organization of RTX. Finally, Mona describes her passion for diversity, equity, and inclusion; reflects on the keys to her career success; and looks ahead at the trends in technology and beyond.

Welcome to the What's Next! Podcast with Tiffani Bova.    This week on the What's Next! Podcast, I'm bringing back a conversation with Tendayi Viki that I think is extremely valuable to re-listen to from time to time.    If you don't know Tendayi, he's an academic, the co-designer of Pearson's Product Lifecycle, which won the Best Innovation Program 2015 at the corporate Entrepreneur Awards in New York, and is on the shortlist for the Thinkers 50 Innovation Award. He's also a contributing writer for Forbes and is the author of The Corporate Startup: How Established Companies Can Create Successful Innovation Ecosystems.    THIS EPISODE IS PERFECT FOR… bigger companies who want to act like a startup.    TODAY'S MAIN MESSAGE… to act small, companies must first think about their innovation ambition.      The first step is to create an innovation thesis and understand your minimum viable ecosystem – maybe that means conducting a small workshop instead of jumping straight into a 2-day event. Second, become clear about key trends.  Ask, who do we want to innovate for? Then, run through problems and challenges that could make life easier for your customer. Throughout the process, always measure everything against this question: Is this aligned with our innovation thesis?     As Tendayi says, “Figure out whether or not you have the right solution and then figure out whether or not you have the right business model.”    WHAT I LOVE MOST… a reoccurring theme has swept over the podcast: embrace non-traditional diversity. Make sure the middle management, legal, and the MBAs are involved; build teams with diverse thinking styles; and get out of the ordinary environment to be creative.     Diverse teams create creative tension and avoid internal silos – all good things.     Running Time: 34:37   Subscribe on iTunes   Find Tiffani Online: Facebook Twitter LinkedIn   Find Tendayi Online: Website  LinkedIn  Twitter    Tendayi's Book:  The Corporate Startup  

Wie die BCT mit der Vision 2030 wachsen will. Klaus und Jürgen aus dem Vorstand erzählen dir in diesem OHRBEIT-Audio unter anderem für was die BCT steht und wie das Lösungs- und Produktgeschäft entstanden ist. Sie berichten von ihren Kundenprojekten und geben Einblicke in die BCT-Arbeitswelt. Höre den Jobcast und erfahre die Lösung zu folgender Fragestellung: Mit welchem Unternehmen hat die BCT eine strategische Partnerschaft? a) Salesforceb) SAPc) Siemensd) Microsoft Erfahre außerdem, wie ein (Quer-)Einstieg ins Product Lifecycle-, Customer Success- oder Renewal-Management funktionieren kann. Du kannst dir ⁠den Jobcast®⁠ auch direkt auf unserer Webseite anhören und findest einen direkten Link zur BCT Karriereseite. Hier der Link: https://ohrbeit.de/karriere-im-schwarzwald/ ⭐️⭐️ Lass Sterne regnen - am besten fünf davon in der Spotify App. Dankeschön! ⭐️⭐️ Hilf mit und erzähle deinen Freund*innen und ArbeitskollegInnen von OHRBEIT, damit noch mehr Unternehmen durch ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jobcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ transparenter werden! Du findest uns natürlich auch auf

How can product managers responsibly maximize the lifecycle of their products? In this episode, Willow Innovations Product VP Melissa Pickering meets with Helpsy CMO Jessica Rennard for an insightful conversation on maximizing the product lifecycle. They discuss the necessity of bridging the gap between sustainability and product lifecycle extension, noting the monumental challenge of changing consumer behavior towards sustainability. They also mention the importance of networking and working with executive coaches while in the product space. Join us in this episode for a thought-provoking and informative journey at the intersection of sustainability, product management, and personal development.

Jem and Justin navigate through Bambu product challenges, shed light on nano bed adhesion, and share fascination for mini octopuses. They also delve into the capabilities of GPT4 plugins, discuss recycling and end-of-life product considerations, and explore handy Shopify apps for search and discovery. Tune in for insightful product development thoughts.Watch on YoutubeDISCUSSED:✍️ Send Comments on this EpisodePlease note: Show notes contains affiliate links.Dewalt DW616 RouterBambu ProblemsCute Mini OctopusBambu Bed Adhesion - Nano AdhesionShopify Search & Discovery AppGPT4 Plugins - Vacuum / Tool force CalcsProduct Lifecycle - recycling, end of lifeEnd-of-life guideProduct Dev includes asking these questionsPlugin Blocking PurchasesSUPPORT THE SHOWBecome a Patreon - Get the Secret ShowReview on Apple Podcast Share with a FriendDiscuss on Show SubredditShow InfoShow WebsiteContact Jem & JustinTiktok | Facebook | YoutubeHOSTSJem FreemanCastlemaine, Victoria, AustraliaLike ButterMore LinksJustin BrouillettePortland, Oregon, USAPDX CNCNackMore Links

Welcome to the sixth and final episode of Better Contracts, where our expert panel will be exploring the complex world of consumer protection issues along the product lifecycle and consumer journey. In today's global marketplace, companies face an ever-increasing need to get their products into the hands of consumers quickly and easily. But with this comes the responsibility of ensuring that these products meet the necessary regulatory requirements and that customers are protected. Our panel, consisting of Victoria Lee, Greg Tulquois, Thilo von Bodungen, and Alessandro Ferrari, will delve into the key issues affecting the current market and share their insights into how companies can implement a regulatory framework that addresses all the needs of the product and customer. From the initial design phase to post-sale support, the panel discuss the challenges that companies face in complying with consumer protection laws across multiple jurisdictions. They will also share best practices and practical tips for companies looking to navigate the complex and evolving regulatory landscape. Whether you are a multinational corporation or a small business, this podcast will provide valuable insights into how you can stay ahead of the curve and ensure compliance.See omnystudio.com/listener for privacy information.

Our guest for this episode is Tendayi Viki, an Associate Partner at Strategyzer, a leading innovation consultancy. Tendayi has helped numerous large companies innovate for the future while running their core business. He previously served as Director of Product Lifecycle at Pearson, where he co-designed and implemented Pearson's award-winning innovation framework. Tendayi holds a PhD in Psychology and an MBA and is the author of three books on innovation, including "The Corporate Startup" and "The Lean Product Lifecycle." He is also a regular contributor to Forbes Magazine. Join us as Tendayi shares his insights on corporate innovation, entrepreneurship, lean startup, and more, drawing from his experience working with companies such as Unilever, American Express, and Airbus. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, we spoke with Natali Tshuva, co-founder and CEO of Sternum. Sternum provides cybersecurity and data visibility throughout the product life-cycle process using embedded self-protection and monitoring solutions for resource-constrained devices.   We discussed the cybersecurity threat landscape for IoT devices and why hacking a device is significantly easier than securing a device. We also explored the potential to unlock hidden data points from device operations to provide operational visibility and insights to operators and manufacturers.   Key Questions: What are emerging challenges in the current IoT cybersecurity landscape? What device security capabilities are missing from traditional cybersecurity solutions? What is the decision process for manufacturers and operators in assessing cybersecurity partners? How can cybersecurity solutions be used to better understand device operations and user behavior?

What does it mean to work backward from the customer? Today Amazon Product Lead, John Kennedy, will share just how to pitch customer-derived products and features to your leadership in order to deliver innovation.Get the FREE Product Book and check out our curated list of free Product Management resources here.

How well are your products and services performing? When was the last time that you sat down and did a strategic review of your portfolio?   For some businesses, it's a regular, ongoing activity. They're always on top of what's working and spotting early signs that something needs to be tweaked or changed.   In many cases, entrepreneurial leaders know what's going well and what isn't, based on intuition, but don't get thoughts out on paper often enough to help them think through their next moves and strategies to get clarity on future plans.   If you'd like to take a snippet of time (30 minutes or so) to hit pause and reflect on your business' performance, join me for this show, either live or on replay.   I'll be sharing how you can use some classic frameworks that are just as valuable today as when they were first created to take a snapshot of your business offer and gain clarity on your next moves.   I bet that you are familiar with these frameworks – but are you actively using them to help your business grow?   Work alongside me to use three classical innovation and business growth concepts – the Product Lifecycle, BCG Matrix and the Innovation-Adoption curve – for your new product development, business planning and strategic thinking.   I'll also stop off to take a very quick look at the Gartner Hypecycle and their Technology Trend Summary for 2023, but don't worry if tech isn't your thing! The principles apply to so many other things, and it's great to have a quick look at what might be ahead.   Mintel have published their Global Consumer Trends for 2023, too, so I'll give you a heads up on those.

This episode is from our latest Product Chat webinar >> watch the webinar Join us as we welcome Anand Arivukkarasu, Product Leader (formerly of FB) for a conversation on how you can use measurement to ensure success throughout every stage of the product lifecycle. In this conversation, Anand will share: Key KPIs and metrics you should be paying attention to through the development, GTM, growth and product end-of-life phases Ways to apply measurement to employ strategies and align stakeholders How to utilize metrics to gain buy-in for current and future initiatives How to decipher insights between the metrics to ensure you are staying ahead of the curve

Next generation Aerospace innovations like SAFs and eVTOLs are too far off to meet the sustainability goals of today's major airliners, says John Pilla, former CTO of Spirit AeroSystems. Instead, airliners must rely on a tried-and-true sustainability method: cutting weight and cost.

Nav Iyengar came to the United States, from India, before he was 5 years old. Starting his life growing up in Michigan and Wisconsin, Nav initially thought he would grow up to be a doctor. After enjoying Debate in high school, he then thought that lawyer was the right profession. Neither ended up being the path he'd take... but his journey has worked out incredibly anyway!  He graduated from Loyola University Chicago with his BA in Finance in 2015.  Starting his story in the currency trading space, Nav traversed numerous industries and positions as he took a winding road across the spectrum of opportunities to get to where he is today. After getting through the pandemic and teaching himself numerous skills, Nav combines his knowledge of IT and passion to work with people in his role in PLM. Listen to Nav recount all of the different stops he's taken along his journey and how unique every experience has been along the way. What a story and inspiration for us all. 

Sustainability is becoming a more and more important factor in the evaluation of large capital investments. From his long career as an airline executive, Bernard Hensey shares what this means for airline pricing.

In this episode of The Product Experience, Todd Olson, co-founder and CEO of Pendo, reveals how he climbed the leadership ladder and shares his advice for anyone keen to do the same.Featured Links: Follow Todd on LinkedIn and Twitter | Pendo - The Product-Led Organization Digital Workshop | Todd's book 'The Product-Led Organization' | Patrick Thean's book 'Rhythm - How to Achieve Breakthrough Execution and Accelerate Growth' |'Inside the Tornado' book by Geoffrey A. Moore | Jobs at Pendo

In this episode we're joined by Tendayi Viki, Associate Partner at Strategyzer. In addition to his work at Strategyzer, Tendyai has authored two books on innovation, 'The Corporate Startup' and 'Pirates in the Navy'.Tendayi also co-designed the 'Pearson's Product Lifecycle', an innovation framework that won the Best Innovation Program 2015 at the Corporate Entrepreneur Awards in New York.In this episode, we discuss:How far in advance is 'the future'?The difference between creativity and innovationThe importance of structure in creative processesWhat are 'Pirates in the Navy'?What is innovation philosophy?The difference in cultivating innovation in start-ups vs large corporationsShould everyone in a company be responsible for innovation? Referenced on this episode:[Book] The Corporate Startup by Tendayi Viki: https://amzn.to/3unOQJH[Book] The Lean Product Lifecycle by Tendayi Viki: https://amzn.to/3NmHNcL[Audiobook] Pirates in the Navy by Tendayi Viki: https://amzn.to/3tE0NvM CONNECT WITH TENDAYI/STRATEGYZER:https://www.strategyzer.com/https://tendayiviki.com/ CONNECT WITH SCOTT:scott.colenutt@sitevisibility.comhttps://www.linkedin.com/in/scottcolenutt CONNECT WITH SITEVISIBILITY:https://www.sitevisibility.co.uk/https://www.youtube.com/user/SiteVisibilityhttps://twitter.com/sitevisibilityhttps://www.facebook.com/SiteVisibilityhttp://instagram.com/sitevisibility If you have feedback, you'd like to be a guest, you'd like to recommend a guest or there are topics you'd us to cover, please send this to marketing@sitevisibility.com See acast.com/privacy for privacy and opt-out information.

It has been a while since we had an episode of the podcast focussing on Product Lifecycle management (PLM), so I invited my colleague Ismail Serin, who heads the product management for PLM solutions at SAP to come on the show to talk a little about it.We had a fascinating conversation discussing what is happening in the PLM space these days, how cloud is helping that trend, and how PLM helps with sustainability wins .The two links Ismail mentioned at the end of the podcast areThe SAP EPD Community andThe SAP EPD Product OverviewPlus a bonus link to a new short Enterprise Product Development videoIf you have any comments/suggestions or questions for the podcast - feel free to leave me a voice message over on my SpeakPipe page or just send it to me as a direct message on Twitter/LinkedIn. Audio messages will get played (unless you specifically ask me not to).If you want to learn more about supply chain semiconductor shortages, don't forget to check out SAP's recently published Point of View paper on the topic, as well as my podcast with the author of the paper Jeff Howell.And don't forget to also check out the 2021 MPI research on Industry 4.0 to find out how to increase productivity, revenues, and profitability for your operations. This global study examines the extent to which manufacturers deploy Industry 4.0 in their business and the benefits it brings.And if you liked this show, please don't forget to rate and/or review it. It makes a big difference to help new people discover it. Thanks.And remember, stay healthy, stay safe, stay sane! 

Tune in as we are joined by Duane Campbell, the Director of Product Management at MediQuant, and Dr. Kel Pults, the Chief Clinical Officer at MediQuant. These leaders share with us the importance of an active archive, the must haves to look for when selecting a legacy archive solution, and much more.This episode is sponsored by MediQuant

Michael Corr of Duro Labs joins Chris to talk about Product Lifecycle Maintenance: what it is, when to start using it, and how our listeners can be certain the correct design files are being used to manufacture their next electronics project.

A recent study has looked at product lifecycles, waste recycling and the circular economy for nanomaterials. Its findings show that we don't currently have a full picture of how nanomaterials in products – and consequently in waste streams – may impact our health or the environment.These knowledge gaps make it difficult to know how to recycle, treat or dispose of nanomaterials efficiently once products containing them are no longer used and become waste.  In this episode, we speak with two experts from the European Chemicals Agency. Abdel Sumrein is the Product manager for the EU Observatory for Nanomaterials (EUON) and Gary Watkins works as a Regulatory Officer in the Support and Enforcement Unit. We will discuss ECHA's views on the study results and what more can be done to improve information on nanomaterials in waste streams.   The study was commissioned by the EUON and made by RPA Europe.More**************Subscribe to our YouTube channelSubscribe to our Safer Chemicals PodcastSubscribe to our newsFollow us on:*Twitter*Facebook*LinkedInVisit our websiteDisclaimer: Views expressed by interviewees do not necessarily represent the official position of the European Chemicals Agency. All content is up to date at the time of publication.

**Who You will Hear**Guest: Michael Cairns (CEO & Founder of Information Media Partners)Co-host: Luna Tang (Cloud Service Delivery Manager at Klopotek)Co-host: Dwayne Parris (Senior Consultant at Klopotek)In this episode, Michael Cairns shares his experience as a consultant helping content-centric business owners transform their businesses and improve their technology. He talks about his passion for figuring out problems and setting out a roadmap to solve them.  Michael also shares his thoughts on how he sees the publishing model and media businesses transforming and evolving during the pandemic and post-pandemic era. The annual publishing technology market survey published by Information Media Partners, Publishing Technology Market Report – 2021, has been released. This report covers over 200 software and services companies supporting global publishers and content owners. Find out more details here. For more information about Michael and his work, please visit Information Media Partners.Tell us what is going on with your publishing projects or business on Twitter (@Klopotek_AG), LinkedIn, or email us at podcast@klopotek.com.  For more information about the Klopoteksoftwaresolution, please write to info@klopotek.com, or register to receive emails from us on technology innovations & events from Klopotek.

  This is the first episode in a series of podcasts related to Product Management Deep dives. Troy Lightfoot and Jay Hrsko discuss  UX relationship to Product Management, "Working Backwards," Product Lifecycle patterns, Pitching new ideas, and LeanUX.

Well-established companies are born out of innovation, and will continue to thrive with innovation. But why do big companies sometimes struggle to innovate and break new boundaries?  This week on Innovation Storytellers we have Tendayi Viki, Author of Pirates In The Navy and Associate Partner at Strategyzer. In this episode, he shares the factors that make innovation work, what it takes to get people to rally behind an idea, and the important role of corporate intrapreneurs in the pursuit of innovation. He also talks about creating business models and ecosystem designs for innovation. GUEST BIO Tendayi Viki is the author of Pirates In The Navy and Associate Partner at Strategyzer where he helps large companies to innovate for the future while running their core business. Tendayi was previously the Director of Product Lifecycle at Pearson, A FTSE100 global education company. He co-designed and helped implement Pearson's Product Lifecycle which is an innovation framework that won Best Innovation Program 2015 at the Corporate Entrepreneur Awards in New York. Tendayi holds a Ph.D. in Psychology and an MBA, and has written three books: Pirates In The Navy, The Corporate Startup, and The Lean Product Lifecycle. He is also a regular contributor at Forbes Magazine.

Our Summer Series of podcasts is designed to introduce you to some of our most popular content and superstar PM professionals from the last six years. This episode focuses on product lifecycle highlights from five popular episodes of Product Talk. What's your strategy for optimizing your product lifecycle efforts? These product leaders share their insights from their experience managing products at leading tech firms.

Tendayi Viki is an author and corporate innovation expert. As Associate Partner at Strategyzer, he helps companies innovate for the future while managing their core business. He has written three books: Pirates In The Navy, The Corporate Startup and The Lean Product Lifecycle. He previously served as Director of Product Lifecycle at Pearson, where he co-developed an innovation framework that won the Best Innovation Program 2015 at the Corporate Entrepreneur Awards in New York. Tendayi has been shortlisted for the Thinkers50 Innovation Award and was named on the Thinkers50 2018 Radar List for emerging management thinkers to watch. He is also a regular contributor at Forbes. In this episode, Tendayi discusses with Kaihan why innovation has to follow strategy and how you can become a pirate in the Navy (or an employee entrepreneur) to create new innovative solutions.__________________________________________________________________________________________"One of my pet peeves is when I meet heads of innovation and they say, 'My job is to let a thousand flowers bloom. There's no such thing as a bad idea.'and I just think that it sounds good in a sense that you want to democratize innovation, and yet it's very rare that I've ever found any innovation that is succeeded without some strategic connection."-Tendayi Viki__________________________________________________________________________________________Episode Timeline:00:00—Introducing Tendaya Viki + The topic of today's episode1:20—If you really know me, you know that...2:04—What is your definition of strategy?3:07—What got you interested in strategy?5:13—Which comes first—strategy or letting ideas bloom?6:18—What would you say you're most known for?8:15—What story best illustrates why your concept is so important?9:47—Could you explain your concept of "Pirates in the Navy?"12:09—What framework or idea has been most impactful for you?12:56—What's your favorite framework or tool that you like to use?14:40—What are you working on now?__________________________________________________________________________________________Additional Resources:Tendayi's Books

Tendayi Viki is an author and corporate innovation expert. As Associate Partner at Strategyzer, he helps companies innovate for the future while managing their core business. He has written three books: Pirates In The Navy, The Corporate Startup and The Lean Product Lifecycle. He previously served as Director of Product Lifecycle at Pearson, where he co-developed an innovation framework that won the Best Innovation Program 2015 at the Corporate Entrepreneur Awards in New York. Tendayi has been shortlisted for the Thinkers50 Innovation Award and was named on the Thinkers50 2018 Radar List for emerging management thinkers to watch. He is also a regular contributor at Forbes. In this episode, Tendayi discusses with Kaihan why innovation has to follow strategy and how you can become a pirate in the Navy (or an employee entrepreneur) to create new innovative solutions.__________________________________________________________________________________________"One of my pet peeves is when I meet heads of innovation and they say, 'My job is to let a thousand flowers bloom. There's no such thing as a bad idea.'and I just think that it sounds good in a sense that you want to democratize innovation, and yet it's very rare that I've ever found any innovation that is succeeded without some strategic connection."-Tendayi Viki__________________________________________________________________________________________Episode Timeline:00:00—Introducing Tendaya Viki + The topic of today's episode1:20—If you really know me, you know that...2:04—What is your definition of strategy?3:07—What got you interested in strategy?5:13—Which comes first—strategy or letting ideas bloom?6:18—What would you say you're most known for?8:15—What story best illustrates why your concept is so important?9:47—Could you explain your concept of "Pirates in the Navy?"12:09—What framework or idea has been most impactful for you?12:56—What's your favorite framework or tool that you like to use?14:40—What are you working on now?__________________________________________________________________________________________Additional Resources:Tendayi's Books

Welcome to episode #781 of Six Pixels of Separation. Here it is: Six Pixels of Separation - Episode #781 - Host: Mitch Joel. When it comes to innovation, the thinking (and work) of Tendayi Viki is unparalleled. He is also an author and innovation consultant. Currently, he is an Associate Partner at Strategyzer (home of Alex Osterwalder), where he helps large organizations innovate for the future while managing their core business. Tendayi co-designed Pearson's Product Lifecycle which is an innovation framework that won the Best Innovation Program 2015 at the Corporate Entrepreneur Awards in New York. He has been shortlisted for the Thinkers50 Innovation Award and was named on the Thinkers50 2018 Radar List for emerging management thinkers to watch. Tendayi has written three books based on his research and consulting experience, Pirates In The Navy (his latest), The Corporate Startup and The Lean Product Lifecycle. Enjoy the conversation... Running time: 59:11. Hello from beautiful Montreal. Subscribe over at Apple Podcasts. Please visit and leave comments on the blog - Six Pixels of Separation. Feel free to connect to me directly on Facebook here: Mitch Joel on Facebook. or you can connect on LinkedIn. ...or on Twitter. Here is my conversation with Tendayi Viki. Pirates In The Navy. The Corporate Startup. The Lean Product Lifecycle. Strategyzer. Follow Tendayi on LinkedIn. Follow Tendayi on Twitter. This week's music: David Usher 'St. Lawrence River'.    

In 2021, every marketer is trying to crack the code of who their customers are. What makes them tick, and most importantly, what will make them need your product? But what happens when every one of your customers has a different use case for your product? There’s no one-size-fits-all approach for that situation, so how do you tailor your message to fit their individual needs?“Getting to know customers is a really critical function for any marketer, and it's something that I encourage across my entire team, regardless of role, you need to get to know the customer.”Jeff Boehm is the CMO of Formlabs, a professional 3D printing company that is pushing the boundaries when it comes to what can be printed. Formlabs sells to companies across various industries, from dentists to engineers, to architects, so finding a message that works for everyone can be a daunting task. On this episode of Marketing Trends, Jeff explains how Formlabs is getting to know its customer base by implementing a data-driven marketing approach, and he gets deep on the importance of personalizing your marketing messaging to resonate with the customer.Main TakeawaysGet to Know Your Customers: When your product or service can be used across various industries, it’s important to understand that your marketing message is not going to work for each customer. Instead of focusing on one specific message, use horizontal messaging tactics where one message can resonate with many customers, but then also implement a more personalized approach where you can so that you can better meet your customers’ needsFocus on What Works: Make sure you are focusing your messaging on what is not only more practical for your customers but what is scalable. While Formlabs produces items for various industries, such as movies and TV shows, its primary use case is streamlining manufacturing workflows. Know who your audience is and meet them in the channels that they already frequent.Data-Driven 3D Printing: Everything in marketing is moving toward being more data-driven, which is allowing teams the freedom and flexibility to measure their marketing strategies at a grander scale. With that flexibility, encourage your teams to experiment with their strategies to see what is working and what is not working this way you can fail fast and move on to the next strategy that will work. ---Marketing Trends podcast is brought to you by Salesforce. Discover marketing built on the world’s number one CRM: Salesforce. Put your customer at the center of every interaction. Automate engagement with each customer. And build your marketing strategy around the entire customer journey. Salesforce. We bring marketing and engagement together. Learn more at salesforce.com/marketing. To learn more or subscribe to our weekly newsletter, visit MarketingTrends.com.---This message is brought to you by Salesforce.Hey marketers. Today’s B2B buyers are more complex than ever. And every buying committee has different needs and goals.Salesforce can help.We'll show you how to put each and every customer at the center of your B2B marketing strategy. And you'll learn how top brands like Lyft approach account-based marketing.Salesforce. Market to every account. Speak to every buyer.Find free B2B marketing and ABM resources at https://sfdc.co/every-buyer 

Artist, designer, and entrepreneur, Marc Hemeon, shares how setting expectations with stakeholders and clarifying the type of feedback that’s needed in this stage can create compassion and freedom to explore in the exploration stage of the design lifecycle. Marc’s website and paintingsMarc on TwitterMarc on LinkedInBy Design is a show about the process of designing exceptional digital experiences. In each episode, our host, Josh Brewer, dives deep into a specific stage of the design lifecycle with an industry leader. Our hope is that hearing their insight can help us shape a better future for design.If you’re interested in improving the design process at your organization, see how Abstract can help. 

David and Mary Sherwin from Ask the Sherwins explain how the product brief can be a tool for alignment and consensus about what you’re going to build, what success looks like if you get it right, and how we can improve this stage in the design lifecycle. Ask the SherwinsAsk the Sherwins on TwitterDavid on TwitterDavid on LinkedInMary on TwitterMary on LinkedInCreative WorkshopTurning People into TeamsBy Design is a show about the process of designing exceptional digital experiences. In each episode, our host, Josh Brewer, dives deep into a specific stage of the design lifecycle with an industry leader. Our hope is that hearing their insight can help us shape a better future for design.If you’re interested in improving the design process at your organization, see how Abstract can help. 

Today I am joined by Tendayi Viki, an Associate Partner at Strategyzer. He’s also the best-selling author of the new book, Pirates In The Navy: How Innovators Lead Transformation. In our conversation, we discuss what it takes to create a culture of innovation in established conversations and the role product leaders play in driving that process. We also discuss the differences between doing real progress vs. innovation theatre, the signs innovators should look for to know whether innovation has potential at their company, or, if they should look for another job. If you’re trying to drive innovation forward in your company don’t miss out on this insightful discussion!   Episode Details: Product Leaders are often Pirates in the Navy with Tendayi Viki: “Even large companies need to be able to innovate. And in order for them to innovate, they have to adopt start-up practices.” — Tendayi Viki   About Tendayi Viki: Tendayi is an Associate Partner at Strategyzer where he helps large companies innovate for the future while running their core business. He is also a contributor at Forbes and an Adjunct Faculty at the University of Kent. He was previously Director of Product Lifecycle at Pearson (an FTSE100 global education company), a Managing Partner at Benneli Jacobs and Company, an Associate Partner at EYBOX, and a Lean Innovation Coach at GlobalPETS Community.   Topics We Discuss in this Episode: Tendayi Viki’s career background and his current role at Strategyzer About his book, Pirates In The Navy, and the key lessons it shares What is causing the need for organizations to focus on innovation now more than ever What innovation theatre is and how to recognize it What the goals should look like for large organizations when it comes to innovation How to avoid innovation theatre and make real progress through innovation Tendayi’s advice for innovators working with their leaders to achieve strategic alignment within the organization How to pitch innovation to leadership The importance of having a shared language within your organization How to create a culture of innovation so that innovation can thrive within your organization Building innovation vs. building a culture of innovation How to create real value through innovation The difference between building processes at scale vs. building innovations How to know whether innovation has potential at a certain company or if you should look for another job   Product Leader Tip of the Week: If you are a product leader who is not gaining traction with innovation, you may be one of two options: 1) You’re in a desert (i.e. there’s not a single person in your company that is interested in innovation at all). If this is the case, you should find another place to work. 2) You have decided to do the wrong thing first. If you are arguing with the leaders in your organization that are not early adopters of the innovation, it won’t work. In most organizations, there are always at least a few leaders who really “get it.” You need to identify those early adopters and work with those people first. If you work with them first, you’ll be able to do one of the most important things in a transformation: get an early win. This credibility opens up many doors.   To Learn More About Tendayi Viki: Tendayi Viki’s LinkedIn Pirates In The Navy: How Innovators Lead Transformation, by Tendayi Viki Tendayi Viki on Forbes   Related Resources: Value Proposition Canvas | Strategyzer DanielElizalde.com/Template — Download Daniel’s free IoT Product Strategy Template here!   Want to Learn More? Sign up for my newsletter at DanielElizalde.com/Join for weekly advice and best practices directly to your inbox! Visit DanielElizalde.com/Podcast for additional information, show notes, and episodes. Subscribe on Apple Podcasts so you don’t miss out on any of my conversations with product and thought leaders!  

Setting the price of a product is crucial to its success. Set the price too low, and you can incur losses with every sale, set the price too high and you may fail to make sales. So having a tool to help you set the correct price is invaluable - enter Product Lifecycle Costing (PLC). In this podcast I chat with Manthan Peshne, product lead for PLC to find out how Product Lifecycle Costing can help organisations set the right price. This is especially complex where manufacturing, and sales are globally distributed! Manthan was very patient with my lack of knowledge of the product, or the opportunity, and explained it to me in very small words (!) which much appreciated.If you have any comments/suggestions or questions for the podcast - feel free to leave me a voice message over on my SpeakPipe page or just send it to me as a direct message on Twitter/LinkedIn. Audio messages will get played (unless you specifically ask me not to).To learn how supply chain leaders improve end-to-end supply chain visibility, download the research study of 1,000 COO's and Chief Supply Chain Officers – “Surviving and Thriving How Supply Chain Leaders minimize risk and maximize opportunities”.And if you want to know more about any of SAP's Digital Supply Chain solutions, head on over to www.sap.com/digitalsupplychain and if you liked this show, please don't forget to rate and/or review it. It makes a big difference to help new people discover it. Thanks.And remember, stay healthy, stay safe, stay sane!

I discovered Tendayi Viki during a Strategyzer masterclass on building resilient companies. We talked about: What company cultures are more likely to ride the wave of disruption well. We discussed sustainability, growth and transformation What type of pirate we should be to make changes happen. Tendayi Viki is an author and corporate innovation expert. As Associate Partner at Strategyzer, he helps companies innovate for the future while managing their core business. He has written three books; Pirates In The Navy, The Corporate Startup and The Lean Product Lifecycle. He previously served as Director of Product Lifecycle at Pearson, where he co-developed an innovation framework that won the Best Innovation Program 2015 at the Corporate Entrepreneur Awards in New York. Tendayi has been shortlisted for the Thinkers50 Innovation Award and was named on the Thinkers50 2018 Radar List for emerging management thinkers to watch. He is also a regular contributor at Forbes.   

Following on from our four part sustainability mini series, this episode covers environmental footprint and lifecycle of products. We cover the impact that your product has at every stage from inception, to the customer receiving their order, to the longevity of the product, right through to when the product reaches the end of its use (lifecycle). Demi offers some great tips and examples of how other small businesses are approaching this subject.

Der Product-Life-Cycle digitaler Produkte (Quellen) 1. Geburt (Luca Hehl) # Ciroth, A., & Franze, J. LCA of an Ecolabeled Notebook. Consideration of Social and Environmental Impacts Along the Entire Life Cycle.(GreenDeltaTC, 2011). # Helms, H., et al. Weiterentwicklung und vertiefte Analyse der Umweltbilanz von Elektrofahrzeugen. https://www.umweltbundesamt.de/publikationen/weiterentwicklung-vertiefte- analyse-der (2016). # Bauer, C., et al. The Environmental Performance of Current and Future Passenger Vehicles: Life Cycle Assessment based on a Novel Scenario Analysis Framework. Applied Energy 157, 871–883 (2015). 2. Leben (Julian Neuweger) Klumpp, D. Energiefresser Internet: Die Ökobilanz eines Mausklicks. https://www.swr.de/odysso/oekobilanz-des-internets/-/id=1046894/did=21791748/nid=1046894/1jsu4be/index.html (2018) Andrae, A., & Edler, T., On Global Electricity Usage of Communication Technology: Trends to 2030. Challenges 6, 117–157 (2015) und Statista (2017). https://de.statista.com/statistik/daten/studie/151356/umfrage/stromverbrauch-ausgewaehlter-laender-weltweit/ Shehabi, A., et al. The Energy and Greenhouse-gas Implications of Internetvideo Streaming in the United States. Environmental Research Letters 9 (2014). Cisco. VNI Global Fixed and Mobile Internet Traffic Forecasts. Hintemann, R., & Hinterholzer, S. Smarte Rahmenbedingungen für Energie-und Ressourceneinsparungen (Kurzstudie im Auftrag des Bund für Umwelt und Naturschutz Deutschland e.V. (BUND)). https://bund.net/kurzstudie_smarthome (2018). 3. Tod (Mike Rademacher) Wikipedia. Software Bloat. https://en.wikipedia.org/wiki/Software_bloat (2019). Wirth, N. A Plea for Lean Software. Computer 28, 64–68 (1995). UNEP. Waste Crimes, Waste Risks: Gaps and Challenges In the Waste Sector: UNEP Report (2015).

(http://giftbizunwrapped.com/makertomaster/://) This is a special 12 part-series of Maker to Master: Find What’s Not Working in Your Small Business. Given that many of us are hunkering down at home these days, I wanted to do something to balance out the pull to watching the news over and over. The best thing we can do right now is stay healthy – mentally and physically. That means being active. Go outside for a walk each day, lift weights, or get on your home bike ... also, how can you use your newfound time to be productive? Wouldn’t it be great to come out of these times stronger in mind, body and business? Towards that end, here are a few chapters of my book. Listen to all 12 episodes to hear it in its entirety. If you’d like to purchase hard copy, you can do so on Amazon or on my website at Gift Biz Unwrapped (http://giftbizunwrapped.com/makertomaster/) . ****************************************** Are you discouraged because your small business isn’t performing as you envisioned? Do you tell people everything is wonderful when inside your stomach is churning because you know it isn’t true? This book will help you identify where the holes are in your business and show you exactly how to fix them. You’ll learn from owners just like you who are seeing real success, growing their companies and living their dream. *Confirm your business is set up correctly to provide the FOUNDATION FOR GROWTH *Implement pricing strategies that BRING SALES AND MAKE YOU MONEY *EFFORTLESSLY ATTRACT new customers every day *BALANCE the making of your product with the running of your business *Ensure your business STAYS OPEN AND GROWS in the future You can do that right here. (https://ratethispodcast.com/giftbizunwrapped) Apple Podcasts (https://podcasts.apple.com/us/podcast/gift-biz-unwrapped/id986323267) Google Podcasts (https://podcasts.google.com/?feed=aHR0cDovL3d3dy5naWZ0Yml6dW53cmFwcGVkLmNvbS9mZWVkL3BvZGNhc3Q=&inf_contact_key=f00b9b282a6156da6dc2e642eb167c2f680f8914173f9191b1c0223e68310bb1) Spotify (https://open.spotify.com/show/380HmeoVquMHRzOepaoF0s) Be safe, be well and thanks for listening! Sue

Why Product Lifecycle Management is a Win for Business. In this episode of 'Willis Talks', I am joined by Lucy Blackley, who is the founder of Product Lifecycle company, Bombyx PLM. Hailing from the fashion industry, Lucy left the exec life to build her own business and create a more accessible approach to Product Lifecycle Management. She discusses how using PLM can make businesses more streamlined, and provide a cradle to grave solution to manage products from conception to roll out, not only for the fashion industry but a whole multitude of sectors, including startups. Lucy also touches on some of the personal hurdles she has had to overcome as an entrepreneur, including the challenge of equality, overcoming the feeling of imposter syndrome that business leaders can sometimes feel. This is an insightful discussion with some real nuggets of wisdom and advice for you fellow entrepreneurs. Know that you're not alone in your worries. If entrepreneurship was easy, everyone would be doing it. Reach out to community spaces in your area and put yourself out there, you'll find more in common with fellow business owners than you might think. As always, please share, subscribe and enjoy.

Why Product Lifecycle Management is a Win for Business. In this episode of 'Willis Talks', I am joined by Lucy Blackley, who is the founder of Product Lifecycle company, Bombyx PLM. Hailing from the fashion industry, Lucy left the exec life to build her own business and create a more accessible approach to Product Lifecycle Management. She discusses how using PLM can make businesses more streamlined, and provide a cradle to grave solution to manage products from conception to roll out, not only for the fashion industry but a whole multitude of sectors, including startups. Lucy also touches on some of the personal hurdles she has had to overcome as an entrepreneur, including the challenge of equality, overcoming the feeling of imposter syndrome that business leaders can sometimes feel. This is an insightful discussion with some real nuggets of wisdom and advice for you fellow entrepreneurs. Know that you're not alone in your worries. If entrepreneurship was easy, everyone would be doing it. Reach out to community spaces in your area and put yourself out there, you'll find more in common with fellow business owners than you might think. As always, please share, subscribe and enjoy.

Integrating product lifecycle and marketing communications is something I am playing with at the moment to help my clients focus. The concept is simple, yet potentially really powerful. The idea is to match the lifecycle stage of your brand, product or service with the most likely customers who will be interested at that stage. These […] The post Product Lifecycle and Marketing Communications appeared first on Neil Wilkins.

In this episode Rubén Lozano Aguilera, who is a Product Manager at Google Cloud, will explain what a Machine Learning is and what different problems it can solve. He will go into details on how to decide whether a framework could or should be solved with Machine Learning and what role Product Manager plays in each part of the Machine Learning lifecycle. Hope you enjoy! 

To produce meaningful solutions, product managers must be user-focused. That said, they must also keep their business at the forefront of the decision-making process. How can product managers connect with customers in ways that also benefit the bottom line? GetUpside CEO Alex Kinnier discusses the Business of Product - from building value for users and businesses on equal terms, to the importance of hustling to get a new product of the ground.

Product managers often focus on reimagining a tool or solution from scratch. However, there's plenty of disruptive innovation that comes from incremental changes over time. What is the best way to make an impact with subtle tweaks to a solution? As part of our Product Lifecycle series, Instagram Product Lead Alex Plutzer on how to make your mark with gradual product enhancements. Plus, he talks about the importance of solving the right problem & effectively managing the product lifecycle.

In product management, we hear about the importance of data all the time. That said, not every product manager understands what to make of every data set they review. What does it take to make informed product decisions using data? As part of our Product Lifecycle series, Google Product Lead Dacheng Zhao talks about moving from retail management consulting into big data products, why data products stand out from the crowd & what it takes to become a great product manager.

Every product manager starts out in a variety of entry points. What does it take to build a long-term career - and most importantly, how do you create value for customers and your business? BioDigital CPO Vivian Chang talks about going from project manager to CPO - along with the importance of being user-focused throughout the product lifecycle and how to scale with revenue-driven products. Click here to read more about Vivian's story: http://bit.ly/2FbTROq

In addition to enjoying the holidays, December is a good time to pause and take stock of the past year. This also is an opportune time to get out the crystal ball to contemplate what might happen in 2019. 2018: The Year in Review There were a number of very nice gifts under the tree this year, but also a lot of lumps of coal. In 2018, we saw four big themes: marketplace dynamics; Washington follies; higher ed governance failures (which includes higher ed’s version of #MeToo); and the Harvard admissions lawsuit. Marketplace Dynamics: The Maturing and Decline of Higher Ed Markets In our previous blog and podcast on M&A activity in higher ed, we discussed the product life cycle and where higher ed stands in relation to this concept.  To briefly recap, the product life cycle (PLC) is a marketing tool that is applied to products, but also is relevant when examining market segments or industries. The PLC is made up of four stages: The introduction stage, which is characterized by the organization building brand awareness; The growth stage, which is characterized by strong growth as the organization builds brand preference and increases market share; The maturity stage, which is characterized by diminishing growth as “competition” increases and competitors offer similar “products.” This results in the implementation of multiple marketing strategies, such as cutting prices, rethinking positioning and branding, and market consolidation; and The decline stage, which is characterized by a decline in sales (which may be potentially significant). In many cases, the product (or organization) goes out of business or, as a last result, finds a buyer (leading to a merger or acquisition). Higher ed finds itself straddling the stages of maturity and decline, which is characterized by decreasing enrollment, lack of differentiation in the higher ed marketplace, and an increase in market consolidation and/or college closings. Which brings us to now. Breaking Down the Numbers.  Over the last few years (2016-2018), more than 100 colleges haves closed. Many can be directly attributed to the decertification of ACICS by the Obama administration. However, the more relevant reason for many of these closures is the lifecycle and current operating environment of higher education.  Over the past few years, 65 for-profits closed and seven merged with other institutions. Some of those mergers were huge (Purdue acquiring Kaplan, Strayer acquiring Capella, National University System acquiring Northcentral). In addition, 14 nonprofit universities closed and five merged while 36 public institutions merged or consolidated. This merger and acquisition activity makes perfect sense given that higher education is in the maturing to declining portions of the lifecycle. Transfer Students and Reducing Costs. We’ve also seen community colleges assume more of a role in reducing the costs of higher ed, as well as in degree completion.  State (and other) colleges are beginning to put more emphasis on attracting transfer students.  For example, Gov. Jerry Brown (D-Cal) is withholding $50 million from the University of California system until the system increases the acceptance and enrollment of transfer students while also meeting auditor requests to fix accounting issues. Brown’s decision was based on his commitment to a 2-to-1 ratio of freshmen to transfer students. However, several system’s institutions reported a ratio closer to 4-to-1. Privates are also emphasizing outreach to transfer students due to the costs to both the institution and the students.  Some privates are renting space at community college, thus giving students an easily available and direct track to a four-year degree.   This makes a lot of sense, especially given the current high cost of private education (e.g., one California private is charging $55,000 a year for undergraduate programs, amounts we see at Ivy League schools).  Thus, students find more affordable options by first attending a community college and then transferring to a public or private institution. This approach reduces the amount of student loans needed to complete a degree. This type of approach is especially important with students who start college without a clear idea of what they want to study or their pathway to earning their degree and end up dropping out due to cost.  This accounts for why we are seeing so many post-traditional students in higher education; they initially started college without understanding what they wanted to study and now are returning to complete their degrees. Having this community college low-cost option that transfers coursework to four-year colleges and university makes good sense because it minimizes the student’s time to completion and cost. College Closures and Rejuvenation. We continue to see higher education closures. While higher education leaders may point to the resurrection of Sweet Briar, those types of reemergence are few and far between.    Sweet Briar was an interesting case. Although the school had a substantial endowment (unlike most schools), those funds were legally earmarked for specific things and could not be used for operating funds.  This is an interesting (and possibly unique) situation and will make a great case study for future grad students who want to study the process of bringing a school back from the dead. Department of Education and Washington The second theme for 2018 is all about Washington, D.C. Frankly, there are so many things, it’s hard to know where to start. ACICS. ACICS is (in)famous for its accreditation of Corinthian and ITT, both of which folded, leaving 100s of 1000s of students stranded. Not surprisingly, ACICS was decertified by the Obama administration in 2016. At its height, ACICS accredited 200+ universities, but in the time between 2016 (when ACICS lost its accreditation) and now, most of the institutions accredited by ACICS have moved to other accrediting bodies.    However, the Trump Administration has other ideas on accreditation. Secretary of Education Betsy DeVos reinstated ACICS’ accreditation authority this year in a process that had many missteps. However, the most egregious was that the department’s senior official who made the case for ACICS’ reinstatement is a former lobbyist who worked with for-profit universities, a clear conflict of interest. In her justification for reinstatement, the former lobbyist, Diane Auer Jones, said the Department of Education determined that ACICS was in compliance on 19 of the 21 applicable criteria. Equally as important, she stated that ACICS was likely in compliance with these criteria when President Obama’s Education Secretary John King, Jr. removed ACICS’ accreditation certification. According to the Education Department, ACICS is still “out of compliance” with federal standards in the remaining two areas but has been given another 12 months to come back into compliance.  The carnage from ACICS’ original accreditation still continues. Just this month, the Education Corporation of America (ECA), which was once accredited by ACICS and oversaw Virginia College, shuttered its doors, leaving 20,000 students up a creek without a paddle. In fairness to ACICS, they removed Virginia College’s accreditation, but only after the college attempted to get accreditation from another accreditor and failed miserably. Gainful Employment and Borrower Defense. Changes in gainful employment and borrower defense also emerged in 2018. In relation to the former, the Education Department missed the filing deadline for the gainful employment rule so these changes cannot come into play until mid-2020. Furthermore, the Social Security Administration -- which provides the earnings data needed to calculate gainful employment -- decided not to renew the information-sharing agreement that expired in May. Because of this, the Education Department will not have the data they need to calculate earnings data. So, in essence, gainful employment is dead for now. Borrower defense is another area on which Washington gets raspberries. Regulations put in place by the Obama administration protected students whose colleges (e.g., Corinthian and ITT) closed, leaving them with degrees that were considered worthless. However, the Ed Department under Secretary DeVos rejected the vast majority of the claims. It took Congressional pressure to turn the process around, and although the process has gotten better, it still not where it needs to be. I think we can expect to see some new regulations coming out of Washington over the next year in this area. Title IX and Sexual Abuse. The Education Department put out their draft ruling on new Title IX guidance in November and, overall, colleges are not happy. The revisions make major changes to the standard that, in many cases, are as clear as mud and/or will discourage victims from coming forward. New Title IX Guidance. The first of the changes narrows the definition of sexual assault. The old standard was “unwelcome conduct of a sexual nature,” and the new standard is “unwelcome sexual conduct; or unwelcome conduct on the basis of sex that is so severe, pervasive, and objectively offensive that it effectively denies a person equal access to the recipient’s education program or activity.” The Ed Department justified this by saying it is in line with the Supreme Court guidance, but survivors’ advocates have come out forcefully and said that this new definition will put survivors’ education at risk. The second major change is the standard by which sexual assault is adjudicated. Previously, the standard was that the assault was “likely to have happened.” However, the new guidance provides for a higher standard, i.e., “preponderance of evidence,” the same standard that is used in civil suits. This is lower than “beyond a reasonable doubt,” the standard which is used in criminal trials, but it still creates a higher burden on the victim to prove that the incident happened. In its guidance, the Ed Dept stated that institutions can use either standard, but this potentially opens the institution up to lawsuits, e.g., institutions may face a lawsuit by the accused if they use the lower standard or the victim if the institution uses the higher standard. The third major change has to do with holding universities responsible. Under the previous guidance, universities and colleges could be held responsible if they “knew about or reasonably should have known” about an incident. However, under the new guidelines, the institution must have “actual knowledge” of the incident in order to be held responsible; this requires the victim to make a formal complaint through official channels. Telling a professor or resident adviser isn’t sufficient – it must be reported to someone who can do something about it, such as a school official who is involved in enforcement. Additionally, schools can only be held responsible for incidents that happen on school property or at school-sponsored events, not at private, off-campus residences. Thus, if a fraternity house is located off-campus and an assault takes place there (as was the allegation in the Judge Kavanaugh – Christine Blasey Ford incident), the institution cannot be held liable, even if they have knowledge that these events have taken place in the past. Lastly, the accused will have the chance to cross-examine the victim under the new guidance, and many feel this will discourage victims from coming forward and reporting incidents. Whenever you get into sexual assault or similar types of accusations, the resolution process must be more than he said/she said. However, that is what it could come down to because of the cross-examination requirement. Many victims’ advocates and lawyers are concerned that we will revert to a previous time when a woman who accused a man of sexual assault would ultimately be the one on trial because of her dress or behaviors or whatever. MSU and Sexual Assault / Harassment in Education. A subset of this area brings to light the #MeToo movement in higher ed, especially in the aftermath of the Supreme Court hearings with Justice Kavanaugh.  It took a tremendous amount of courage for Christine Blasey Ford to bring up what happened to her after so many years and in such a public venue. Sadly, look at what ultimately happened – the good ol’ boys network derailed the investigation before it was able to go through to a conclusion. We also are seeing the fallout from the Michigan State sexual assault case. MSU’s former president has been brought up on felony charges for lying to the police, and the institution’s undergraduate applications have fallen by almost 8.5 percent in the wake of the scandal. Not only is this situation tarnishing MSU’s reputation, it is hitting them in the pocketbook. And maybe that's what has to happen for people to change. Higher Ed Governance Failures and the Role of the Board We are seeing a failure in the governance process in many higher ed schools. Three cases fall into this area at the following institutions: Penn State, Michigan State, and the University of Maryland. We must ask ourselves in all these situations, “Where were the Board of Directors/Regents/Trustees?” In the Penn State scandal, some Regents were brought up on criminal charges. We haven't seen that yet in the Michigan State scandal, but I believe we will.  MSU’s interim president has not done a great job in reaching out to the victims – it has been pretty nasty in many respects, but one must ask where are their Board of Regents? Same with the University of Maryland football coach after the player died – the board directed the university president to retain the football coach, but the president refused (rightly so). From all appearances, the majority of boards and Regents do not understand what their role is. Regents at state schools generally are political appointees, and it is considered to be a feather in one’s cap to be appointed to a Board of Regents/Trustees for a state university.  However, just because one is a political appointee to a board doesn’t remove their fiduciary duties as a board member.  More training needs to be done to ensure Regents understand their duties as well as how governance has changed over the years. This also goes for boards of private universities. The vast majority of these types of higher ed boards are made up of “friends of the president” or other large donors. This is especially egregious with many Christian colleges, whose boards are made up of religious affiliates or ecumenical personnel who have no experience sitting on the board of a multimillion-dollar organization and/or an understanding of higher ed. Fallout from the Harvard Admissions Lawsuit The Harvard lawsuit, in which a group of Asian Americans sued the university over its admissions policies, ultimately will impact a majority of higher ed institutions. Even though Harvard says that they are following the guidance from the Supreme Court, they get sued. Same with UCLA – they have been sued as well. Although a ruling is still forthcoming on the Harvard case, I think there will be ripple effects and we haven’t seen the end of this. Predictions for 2019 While much of the crystal ball’s foretelling for 2019 is cloudy, there are some clear indications of what lies in the future. An Acceleration of Consolidation and Closures First, we will see an acceleration of consolidations and closures in higher ed. For example, just in the last couple weeks, Moody's Investors Service and Fitch ratings both have declared a negative outlook for the higher ed sector for 2019. This is huge. We have a marketplace that is saturated. In these types of markets, smarter institutions focus on economies of scale (mergers), as well as positioning and differentiation (why is my university and/or degree different)? Carnegie Mellon and MIT have done this very well. This is one way to combat saturation, but not a lot of schools understand marketing positioning and differentiation. Consolidation (mergers) occurs for one of three reasons. Acquisition of a new technology; Market expansion and/or growth; or Eliminate competition and/or create market efficiencies. Consolidation will continue to accelerate. One need not look any further than what is happening with Pennsylvania’s 21 state universities. These institutions are vying for a smaller number of students graduating from high school, so are closing multiple campuses and realigning programs to eliminate duplication. This impacts the towns in which they are located since they are the major employers, and any change they make in consolidating degrees and/or reorganizing the system affects jobs, creating a ripple effect. Closures will also increase, but we think there will be far more consolidation rather than outright closings. The trend will continue toward the mega universities -- the merger of Strayer and Capella or Purdue and Kaplan -- or more shared services between universities. We will start to see far more of this with the privates as they struggle to survive. The biggest challenge is going to be for the smaller universities that don’t have strong endowments. What are they going to do? Most of these universities rely solely on tuition and/or state and federal funding to keep their doors open. They have limited research dollars coming in as compared to the Tier 1/R1 institutions. Right now, the closure rate is below 1%, but it will accelerate. The one wildcard in this is a potential recession, which could result in people going back to school to gain new skills and earn a different degree. Maybe that will help universities. The other trend that we have not talked about is how many people are disparaging higher ed, saying a college degree is not worth the money that you pay for it. This is going to hurt higher ed and its ability to bring in more students. This too may lead to more mergers and closures. Changing the Higher Ed Business Model The business model for higher ed must change. We don’t see rapid transformational change in the next year. However, there will be many changes in the next five years that people will realize was part of a changing higher ed landscape as they look in the rearview mirror. Neg Reg 2019 and its Implications.  The upcoming negotiated rulemaking process by the Ed Department focusing on accreditation and innovation could be very impactful, especially with its focus on credit hours and online education. Credit Hours. Moving away from credit hours as a measure of learning could be one of those breakthrough transformations that could spur the changing of higher ed’s business model. Once the Ed Department makes these changes, we will begin to see more institutions using CBE and giving credit for previous learning and life experiences. If you take a look at the three colleges that have done very well using these models (Western Governors who is the poster child for CBE, Capella, and Southern New Hampshire), they have seen tremendous growth while reducing the cost to students. This is a win-win and I think we’ll see more of this.  Online Education.  Although online education is an area that is beginning to get saturated because of for-profits, we will see far more privates and state schools moving into this area, as well as continued consolidations with online providers (OPMs), such as Learning House. Because so many OPMs exist, some of the smaller colleges will be able to expand into this area at a reasonably low-cost investment, and more for-profits will be acquisition targets. We will start seeing institutions embrace the opportunity to share online courses. This too will require changes from the Neg Reg process with respect to accreditation, but once these types of changes come out, we will start seeing sharing of courses and services as we have not seen in the education industry. Negotiations with Faculty. We will begin to see higher ed leaders toughen their stance with faculty. Market saturation with institutions and programs has resulted in price discounting, sometimes at a rate of more than 60%. This is not sustainable. According to Inside Higher Ed’s 2018 Annual Survey of Chief Business Officers (CFOs), 48% of respondents strongly agree or agree that their college tuition discount rate is unsustainable. This is up from 34% in 2017. Furthermore, two-thirds of CFOs at the privates say the same thing. This is huge. Institutions must start cutting programs that are not “profitable,” but in doing this, they must deal with faculty. Unfortunately, faculty look at programmatic cuts through the lens of job security instead of what graduates need to be attractive in the job market.  When faculty start to do this, there will be security and jobs for nearly all.  Faculty Promotion and Tenure. We will start seeing changes in how faculty are promoted and assessed.  Currently, faculty are promoted and assessed by their publication records. Going forward, we’ll see less reliance on citations and publications and more on teaching. Additionally, faculty hiring and tenure will change. We will start seeing a review of tenured faculty every 5 to 10 years, instead of having a job for life. I don’t see tenure going away anytime soon – it is too institutionalized – but employment for life will become a thing of the past in five years. Knowing Who Your Customers Are and What They Need. Many higher ed leaders have locked themselves in the ivory tower for too long, and it's time they understood what students need to be taught and what industry needs to be successful. Texas A&M is another really good example of this. They talk with stakeholder groups on a regular basis, including just completing a values survey. The institutional leaders currently are engaging in what they call Aggie 2030 to understand the future of higher education as a whole and where Texas A&M is going. This is the type of strategic planning that universities need to be doing with their alumni, stakeholders and the people who hire their graduates. Student Enrollment and Impact on Marketing Research and Spending. Another trend involves students making enrollment decisions based on their own proximity to a college. This is important for universities to realize and understand. Unless you are a R1 or major university, your students are more than likely going to come from a limited geographical pool. This has implications as to how and where you spend marketing dollars, but unfortunately, many institutions are wasting marketing dollars. As much as institutions would like to draw from a larger geographical area, institutions must put a greater emphasis on doing market research to understand where their students live and then spend the marketing dollars to get more students from that area. As the saying goes, fish where the fish are, because it's a waste of money otherwise. Harvard Lawsuit and Admissions. The Harvard lawsuit has the potential going all the way to the Supreme Court, and who knows how that will be decided with the current makeup of the Court. Cost Containment. We also will start to see far more cost containment as institutions no longer have the same level of disposable income. I think we will also start seeing the salaries of chief executives start to come down, especially as transparency hits the budgeting process. Higher Ed Funding. Cities and states will begin to fund college for students. The City of Chicago recently announced a new program where students will receive scholarships to cover costs of associate degrees that will be set up through DePaul University. And in another example, Starbucks is funding college for their people. We will start to see more of this as an employee benefit, but also as a way for businesses to invest in and retain quality employees. International Students. International students attending U.S. universities will continue to be an issue so long as the Trump administration continues to mess with immigration. This will continue to impact U.S. institutions as international students pay full tuition and universities use those funds to keep their bottom lines in the green. This is especially true with Chinese students.  Because of trade wars and increased emphasis on background checks, we will see fewer Chinese students enrolling in the nation’s higher education institutions. HBCUs.  I think the other one to look at HBCUs. I think there could be some really good things to come out of the HBCUs over the next few years. I've no idea what it is, but the crystal ball says to keep an eye on them.    Wrapping Up So long as the Trump administration is in office, we will continue to see turbulence coming out of the Department of Education and the rest of the government.  One thing is for sure: it will not be boring! Merry Christmas / happy Hanukkah, and wishing all the very best for 2019. Bullet Points Looking Back – The Highlights from 2018 Higher ed finds itself in the maturity to declining stages as characterized by declining enrollments, lack of differentiation in the higher ed marketplace, and an increase in market consolidation (M&A activity) and/or college closings. Over the last few years, 2016-2018, more than 100 colleges haves closed. Many can be directly attributed to ACICS being decertified by the Obama administration, but more relevant is where education is in the lifecycle and current operating environment.  State (and other) colleges are beginning to put more of an emphasis on attracting transfer students.  Privates are also getting into this space due to costs to both them and their students.  Some privates are co-locating at community colleges, renting space from them, and this gives their students a direct track to a four-year degree.    ACICS was decertified by the Obama administration in 2016, but Secretary DeVos reinstated its accreditation authority this year. There were many missteps with this whole process, but the most egregious of these was because of a conflict of interest (or appearance thereof) of the department senior official who made the case for ACICS’ reinstatement. Gainful employment is essentially dead for two reasons: The Education Department missed the filing deadline for the gainful employment rule so the changes that they want to make to gainful employment cannot come into play until mid-2020. Because of an inter-agency dispute over data sharing, the Ed Dept cannot get the data it needs to calculate gainful employment, thus essentially killing gainful employment. The Ed Department in November put out their draft ruling on new Title IX guidance. Overall, colleges and victims’ advocates are not happy with the changes. There are four major changes: The narrowing of the definition of sexual assault. Suggesting a higher standard for adjudication be used, i.e., “preponderance of evidence,” the same standard that is used in civil suits. Lessening the culpability of institutions and narrowing the reporting requirements. Giving the accused the right to cross-examine the victim. There is a failure in the governance process in many higher ed schools as exemplified by the Michigan State University sexual abuse scandal, and the death of a University of Maryland football player and the retaining of the football coach. More training needs to be done to ensure Regents understand their duties, and how governance has changed over the years. Looking Forward – Predictions for 2019 We will see an acceleration of mergers, consolidations and closures in higher ed. The 2019 Neg Reg process will begin a transformation of higher ed and its business model. Online education will continue its growth over the next 2-3 years. Much of this will be spurred by consolidation and strategic alliances with online providers. We will begin to see faculty promotion and tenure processes changing as a result of the need for universities to cull programs that are not financially viable. Market research will increasingly take root in higher ed, as institutions need to make smarter use of their marketing dollars by determining where their true prospective students are. Cost containment will continue to accelerate in higher ed, especially in privates where discounting has been the norm. This will find its way to the C suite and we will start to see a reduction of presidential salaries, especially at privates. We will start seeing more “interesting” ways for education to be funded. Part of this will come out of the Neg Reg process, but more city, state, and private entities will invest in their residents’ and employees’ futures. Links to Articles, Apps, or websites mentioned during the interview: Product Lifecycle: http://www.quickmba.com/marketing/product/lifecycle/ National University System: https://nu.edu Department of Education: https://www.ed.gov/ Neg Reg 2019 Process: www2.ed.gov/policy/highered/reg/hearulemaking/2018/index.html Your Social Media Links: LinkedIn: https://www.linkedin.com/in/drdrumm/ Twitter: @thechangeldr Email: podcast@changinghighered.com

The higher ed sector has been relatively immune (or perhaps resistant?) to change since its inception, but in the past 10-15 years, and especially since the Great Recession, multiple things have changed, forcing changes on it. We now are seeing market forces unleashed, including consolidation, mergers/acquisitions, and closures as we’ve rarely seen before (and not in my lifetime). Understanding Higher Ed’s Situation To put what is happening in higher ed in perspective, we examine the higher ed marketplace through the lens of the product lifecycle (PLC). This is a tool marketing applies to products, but it also is relevant when examining market segments or industries. The PLC is made up of four stages: introduction, growth, maturity, and decline. The introduction stage is characterized by the organization building brand awareness; The growth stage is characterized by strong growth, and the organization building brand preference and increasing market share; The maturity stage is characterized by strong growth diminishing as “competition” rise and competitors offer similar “products.” This results in multiple possible marketing strategies including cutting prices, rethinking positioning and branding, and market consolidation; and The decline stage is characterized by sales significantly declining or having declined. In many cases, the product (or business) goes out of business or, as a last result, finds an acquirer (merger or acquisition). Higher ed finds itself in the maturity to declining stages as characterized by declining enrollments, lack of differentiation in the higher ed marketplace, and an increase in market consolidation (M&A activity) and/or college closings. There are many reasons why higher ed finds itself in this situation.    First, higher ed enrollment has decreased for a myriad of factors, not the least of which is changing demographics, i.e., the numbers of the “traditional” college age student has decreased.  Compounding this decrease, higher ed is becoming perceived as elitist, and many cannot afford its cost and/or the resultant student debt.  In other words, institutions are competing for a shrinking pool of students, and it costs more for an education that some feel isn’t worth the money spent or debt incurred. Second, there is an overabundance of education institutions – too many colleges and universities, and, with rare exceptions, they are offering the same types of programs, e.g., how many MBA programs do we need???  This has resulted in significant economic pressure on those small- to medium-sized colleges and universities who have a relatively small (or no) endowment. This pressure is compounded by cost curves that have been carved into stone over the last several decades. This is played out by larger institutions undercutting smaller institutions on price.  For example, the president of the University of Virginia recently announced that tuition will be free for families earning less than $80,000 a year, and if they earn less than $30,000 a year, they will get room and board. In another example, New York University is not charging their medical school students any tuition. Both of these institutions have large endowments to be able to do this, but how can the small- to mid-sized institutions compete? Lastly, there is pressure for the nonprofit higher ed sector to figure out what to do about the out-of-favor for-profit institutions. These three reasons, aside from the fact that there are market dynamics at play – there is more supply than demand – are driving many of the changes we’re seeing right now in higher ed. Mature and Declining Markets Give Rise to M&A Activity Some smaller colleges and universities under financial stress are looking for ways to solve their problems, and one way is merging with or being merged into another institution. The for-profit sector is a great example of where there has been significant M&A activity, e.g., Purdue and Kaplan forming Purdue Global, Strayer acquiring Capella, etc., as for-profits figure out their future when nonprofits are clearly in favor (and for-profits are clearly out-of-favor). This not completely changed, even with the change in administration. Mergers aren’t the only solution for this problem. Many for-profits are attempting the transition to nonprofit status, e.g., Grand Canyon University and University of Phoenix. However, this isn't always the easiest thing to do because of the regulatory permissions required from the Dept of Education and the institution’s accreditation body. Additionally, it doesn't solve their perception problems, at least immediately. Multiple Reasons for M&A Activity There are multiple reasons for increased M&A activity in the higher ed sector besides market forces at work, and we need to look at the reasons why M&A activity occurs.  Basically, there are three main reasons: New markets / customers New technologies Gain efficiencies in operations National University System is a good example of this – they’re on a buying spree and for all the right reasons. The National University System, a not-for-profit, currently has three nonprofit institutions under its umbrella: National University, the original mothership; JFK University in northern California, and the City University of Seattle, but over the past year, it has acquired Patten University for its technology and Northcentral University for its students and programs. M&A for New Technologies. In its acquisition of Patten University, NU acquired one of the best LMS systems in the marketplace. The system, which was called University Now, has been renamed Flex Course, and NU has adapted it for their own use. As part of the acquisition, National also acquired Patten’s courses which were heavily competency-based. This is also a good advantage in that they have been able to teach out the Patten programs and integrate the learnings into their current undergraduate programs. One thing that was critical in the acquisition was the ability to modify the LMS to ensure NU was able to continue to satisfy Title IV funding requirements which are driven by Carnegie units. Again, due diligence was critical in this respect. The technology was relatively new, and therefore it was easier to adapt it to satisfy Title IV funding requirements when doing CBE. Ultimately, NU has great hopes that this acquisition will help them to transform the online learning experience at all its universities. In other words, National did a great job in completing its due diligence. M&A as a Growth Strategy. There are two ways that institution grow. One is through organic growth, i.e., you decide you will move into the online sector and you build your program from scratch. Many institutions have done this, and the most recent (and possibly the most famous) of these is the announced online undergraduate program at the University of Pennsylvania, the first of the Ivy League institutions to go online with a program. The second strategy is acquisition, which is how the National University System is expanding their doctoral offerings. NU acquired Northcentral University (pending appropriate WSCUC and DOE approvals), an online for-profit university that offers mostly graduate education programs at the master and doctoral levels. This fills a gap that NU had at the doctoral level and adds to its ability to offer online and blended courses. National is already predominantly online – 51 percent of its students are in synchronous or asynchronous online programs – but its acquisition of Northcentral was critical in three ways. First, Northcentral is completely online and has 24 programs, the majority of which are doctoral, an area NU wanted to expand its offerings. Second, the Northcentral faculty are high quality and located in nearly all of the 50 states. The model that they use is one-on-one similar to the Oxford Tutorial Model, which having your faculty are distributed across the country is an advantage when using this pedagogy. Lastly, National acquires a pretty efficient OPM support back-office. As far as the culture goes, NU expects they will get some real experience bringing the for-profit Northcentral University into the NU System and converting it to a not-for-profit. National’s acquisitions have been very strategic in nature – they have looked at multiple opportunities and walked away from many. With these two, they’ve made good choices in line with their overall strategic plan and done the due diligence to ensure they are picking the right horse. Remember that Culture Issue We Had… Culture is critical when considering a merger. Years ago, when HP acquired Compaq, it was the culture differences that most impacted the success (or lack thereof) of the merger. The Purdue Global situation is a good example of the challenges merger entities can face. Purdue “bought” Kaplan, i.e., Purdue got the franchise of the online courseware from the Kaplan organization, while Kaplan retained the back-office processing and support, and the OPM.  Kaplan’s portion of the entity, still for-profit, is being paid for by the profits they're going to make, while the courses are offered through the not-for-profit Purdue Global. Many consider the merger between Purdue, a Tier 1 research university with a very high reputation and traditional faculty, and Kaplan, a good institution in its own right but a for-profit online, a very gutsy move – especially when one considers the faculty culture aspects. Why is there resistance to this change is relatively simple to understand. Culture. The integration of cultures is never easy.  Sometimes, when two cultures come together as Purdue and Kaplan are attempting to do, they merge like oil and water. And that's one of the most important things that folks doing mergers and acquisitions must think about – how the cultures align – because more than anything else, it is culture that can destroy a merger and eliminate the efficiencies that the merger is designed to take advantage of. Take for instance the merger of Kaplan and Purdue. Kaplan, a for-profit, and Purdue, a R1 university, are very different cultures, especially when it comes to faculty.  Regardless of the high quality of Kaplan, an institution which has stayed pretty much out of trouble in terms of the scrutiny of the for-profit community, Kaplan’s online degree programs themselves are a challenge to Purdue’s “in classroom” campus programs that a R1 institutions are experienced in providing. Faculty, and especially traditional, research faculty, generally tend not to like a lot of change, nor are they wild about online education. And we can just imagine what a traditional, research faculty such as Purdue’s felt about merging with a for-profit online institution. From all reports, the faculty was furious when the merger was first announced – their “brand” was being diluted by this incorporated new global entity called Purdue Global that included a for-profit institution. The merger has progressed, and faculty and administration appear to have come to a truce, at least for now. That said, Purdue is spending significantly to market Purdue Global – it is in almost every market with TV and radio ads – while trying to keep marketing positioning separate between Purdue and Purdue Global.  It has yet to be seen as to whether they are able to keep their faculty happy about it or the branding separate, but that’s a whole different kettle of fish. The Future of the For-Profit Sector The for-profit sector is not going to disappear, as much as much of higher ed would like it to. However, there are market forces at play here too, and the for-profit sector may morph its way towards a higher concentration of those who survived to be distributors of OPM or programs.  An example of this is MOOCs.  When you look at several of the MOOC organizations, e.g., Udacity, EDX, etc., these organizations are not just providing learning experiences, they are turning into distributors of traditional degree programs, including even graduate programs for R1 universities. This, plus being obvious merger targets, will continue the upheaval in this sector. We believe that we will see more mergers and less of the organic growth from for-profits, including for-profits becoming part of nonprofits similar to what is happened with Purdue Global, as well as mergers to share back office services. One example of this is TCS Education System, who provides back-office services for a number of institutions. These types of mergers could have a major impact in the online space, especially for small to medium-sized institutions, as it is almost impossible for them to establish the infrastructure to do an effective job in online education – the only way for them to get and/or stay competitive in the online space is to “outsource” back-office functionality. Federal Funding and Accreditation There are also a number of changes in regulatory and accreditation factors between Obama and the Trump administrations that are impacting higher ed. Federal Funding. In a recent talk given by Secretary DeVos, her current position is focused not on the change in the standards but rather more on making Title IV funds available for a broader variety of learning experiences. She conveyed a pretty strong feeling that we should not be committing all postsecondary education funding to what we now call hire traditional higher ed, but to improve the flow of federal funds to retraining programs. Accreditation. There are not a lot of people who believe that we will move dramatically away from the kind of accreditation process we currently have for a myriad of reasons, despite the upcoming Neg Reg process which begins in early 2019 focusing on accreditation and innovation. Big changes from in accreditation will need to include a willingness to think in competency-based terms. This will require a major shift away from the strict Carnegie method of determining learning, to more of a competency-based approach to assessing learning outcomes.  Simply put, it is much more important to know that people are learning and being able to demonstrate learning outcomes than it is to demonstrate how long they sat in a seat. However, changing this mindset will be very challenging as it has been this way for well over 100 years. Additionally, those with marketing backgrounds know that accreditation is the university system's greatest barrier to entry. It is important that universities meet a quality level, but the current system requires institutions develop prima facie evidence of quality, and many potential competitors get frustrated before they get accredited. This could be one reason why the accreditation system as we currently know it does not (and will not) change. Three Things University Presidents Should Consider Before Merger If you are considering merging with another institution, there are three things you should consider. First, culture. You must examine the cultures of the two organizations to ensure that they are mergeable, i.e., that the two cultures are not contrary to one another. There are clear differences between for-profit and not-for-profit cultures, and you must “test the water” and see just how much of a business the for-profit institution sees themselves as vs. it being a learning institution. Second, regardless as to whether it is a for-profit or not-for-profit entity, does the acquired institution have the programs, faculty and administrative support that is consistent and that will integrate effectively with your own. This is critical but especially critical with respect to faculty. Faculty generates and own the content, and it is essential you have a group who can drive the learning experience for students. That's not something that you can import easily – you must make sure that it fits your own model about how it's going to work. Thirdly, you have to look at the institution as a business. You (obviously) don’t want to take on something that is so broken that it cannot be fixed no matter how hard you try. For example, you have to ask yourself, are they hopelessly lost as a business model? Are their programs of interest to the marketplace? One of the biggest challenges institutions are having today is pruning and culling their programs, and leaders must have the courage to look faculty in the eye and say, “by the way, that course is costing us lots of money, and you only have five people in it. We know you may like it, but we can't continue to teach a course that students don't want.” That can be a really tough academic decision, but one that must be made. Wrapping Up We believe that the disruption going on in higher ed has just started and that surviving and thriving in the higher ed space will take intense focus to fine tune the systems, processes, and cost structure if institutions are going to compete and survive. Competition for the adult student has heated up dramatically. Whether we like it or not, this is not only because more traditional institutions have decided to get into the market, but also because multiple institutions are now competing on price, including those that have state subsidies federal subsidies, and/or have large endowments. This can make it very difficult for smaller institutions to compete against as it allows larger institutions to “give away” of their offerings. Bullet Points: The higher ed sector has been relatively immune (or perhaps resistant?) to change since its inception, but in the past 10-15 years, and especially since the Great Recession, multiple things have changed, forcing changes on it. We now are seeing market forces unleashed, including consolidation, mergers/acquisitions, and closures as we’ve rarely seen before (and not in my lifetime). Higher ed finds itself in the maturity to declining stages of the product lifecycle as characterized by declining enrollments, lack of differentiation in the higher ed marketplace, and an increase in market consolidation (M&A activity) and/or college closings. Some smaller colleges and universities under financial stress are looking for ways to solve their problems, and one way is merging with or being merged into another institution. There are multiple reasons for increased M&A activity in the higher ed sector besides market forces at work, and we need to look at the reasons why M&A activity occurs.  Basically, there are three main reasons: New markets/customers, new technologies, or gains in efficiencies in operations. Culture is critical when considering a merger, but the integration of cultures is never easy.  We believe that we will see more mergers and less of the organic growth from for-profits, including for-profits becoming part of nonprofits. The Ed Department under Secretary DeVos believes it should not be committing all postsecondary education funding to what we now call hire traditional higher ed, but to improve the flow of federal funds to retraining programs. Big changes from in accreditation will need to include a willingness to think in competency-based terms. This will require a major shift away from the strict Carnegie method of determining learning, to more of a competency-based approach to assessing learning outcomes.  One reason why the accreditation system as we currently know it does not (and will not) change is that accreditation is the university system's greatest barrier to entry. If you are considering merging with another institution, there are three things you should consider: Are the cultures mergeable? Does the acquired institution see themselves as a business vs. being a learning institution (or vice versa)? Does the acquired institution have the programs, faculty and administrative support that is consistent and that will integrate effectively with your own? Is the acquired institution in good financial situation, or is it so broken that it cannot be fixed no matter how hard you try?  Are they hopelessly lost as a business model? Are their programs of interest to the marketplace? The disruption going on in higher ed has just started, and that surviving and thriving in the higher ed space will take intense focus to fine tune the systems, processes, and cost structure if institutions are going to compete and survive. Competition for the adult student has heated up dramatically.   Links to Articles, Apps, or websites mentioned during the interview: Product Lifecycle: http://www.quickmba.com/marketing/product/lifecycle/ National University System: https://nu.edu Department of Education: https://www.ed.gov/ WASC Senior College and University Commission: https://www.wscuc.org/ Guests Social Media Links: Gerry Czarnecki Twitter: https://twitter.com/gerryczarnecki?lang=en Gerry Czarnecki Linkedin: https://www.linkedin.com/in/theczar/ Gerry Czarnecki website: http://gerryczarnecki.com/  Your Social Media Links: LinkedIn: https://www.linkedin.com/in/drdrumm/ Twitter: @thechangeldr Email: podcast@changinghighered.com and drumm@thechangeleader.com

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Listen to the Interview This episode is about the product lifecycle and developing products customers want. As the pressure to get products to market faster increases, little room is left for learning through mistakes. My guest knows this well and has helped numerous companies improve their processes and results developing products. She has worked all […]

Listen to the Interview This episode is about the product lifecycle and developing products customers want. As the pressure to get products to market faster increases, little room is left for learning through mistakes. My guest knows this well and has helped numerous companies improve their processes and results developing products. She has worked all […]

Brian Lawley, CEO and Founder, 280 Group & Author of 5 Books on The Seven Phase Standard Product Process for Successful Products Brian says, "The Global Product Management Talk is providing a unique and extremely valuable service to the Product Management community. We are VERY excited to support their efforts in helping to educate product managers and move the profession forward." Background resources: http://bit.ly/KT7soc Host, @CindyFSolomon is joined by @NickCoster of @brainmates Australia for the discussion with Brian

I have covered the life cycle and product develop of a ebook and what you need to do to get it successful. Small Business Copilot provides business startup help by sharing new ideas and viewpoints from other small business experts. Visit www.smallbusinesscopilot.com/sbc/ and get your free guide to help you start an online business in 30 days. We are also on YouTube, look for our channel, Small Business Copilot. Be sure to join us!