The subtitle of this post is ‘How to break down complex problems into productive dialogs and activities’
As I have said elsewhere, I believe that corporate transformations that involve changing markets, products, and business models have three ‘legs’:
- Product management
- Programs management
- Branding
All three require closing the gap between vision and EXECUTABLE strategy but the most complex and fundamental is product management.
The classic high-tech problem is that product management, while owning the core of the business plan, tends to be more technical than market or business oriented, leading to evolutionary, not breakthrough outcomes. Product management should have technical people leading it except in the start-up phase (including the start-up of a transformation) where the CEO and CMO are especially required.