Recently, there have been a number of commentaries on the current trend/fad for applying Agile and Lean product development methodologies to corporate management. I’ve also noticed an increasing focus on “Product Management” as a formal discipline by training and professional development providers. Consequently, I’ve been revisiting some work I did many years as part of a Change Management Diploma.
My thesis is that different Change Theories of Management can be applied to each stage in the Product Development Cycle*, to ensure that the organisation is aligned with the business needs as they relate to strategy, capabilities, capacity and execution. This is also the context in which organisations use Situational Leadership techniques to cope with constant change in technological, social, economic and environmental forces.
(*This work was based on a reading of “Theories of Organisational Change as Models for Intervention“ by Dunphy & Griffiths (published by Australian Graduate School of Management – Centre for Corporate Change, University of New South Wales, 1994). For a copy of my model, please contact me: firstname.lastname@example.org)
1. Fit for Purpose
Various skill sets are needed along the journey from ideation to production, and management has to harness appropriate resources to increase the potential for success. Organisations may need to consider restructuring to maximise their ability to develop sustainable product development systems that incorporate continuous improvement, feedback loops and market responsiveness.
For example, moving from annual software updates to quarterly releases might simply suggest some production rescheduling, but it may also mean changes to documenting user requirements, customer billing systems and client support tools.
2. Playing to Our Strengths
The person who is great at capturing the design specs may not be the best person to undertake market testing with beta users. And it’s generally accepted that someone who is adept at working in a production or QA role on an established product may need some re-training before they get to work on building a prototype.
3. The Model Approach
In conclusion, my analysis reveals that at each stage in the Product Development Cycle, there is a need to review the relevant Business Challenges, address the corresponding Change Issues, and apply appropriate Change Management models or techniques.
Update on Perspective – Introducing the “We R One World Game”
In a recent post on “Perspective”, I commented on the value of stepping back and taking a different look at current ways of doing things. For an immersive, interactive and experiential learning opportunity on how to gain a new perspective on problem solving and how we might address global challenges, the Slow School of Business is running the “We R One World Game” on Saturday, July 25 in Melbourne.
Next week: Who needs banks?