It takes very strategic and smart moves to transform an idea into a product or brand. These strategic moves should be captured in an expertly written product management framework. Its aim is to outline the activities and actions that will help you actualize the idea by turning it into a viable business. What are the principles that anchor successful frameworks?
The objectives developed must be clear and specific. Further ensure that these goals are realistic. They form the basis of all activities and actions that will take place in the production environment. From the objectives, you will identify the personnel, equipment and resources needed. Communicate these goals to everyone inside and associated with your brand in order to develop synergy.
Think in terms of a system instead of silo-d thinking. When viewed from any angle, internally and externally, your entire production process must appear like a system. Everyone should be seen to be contributing towards a set target. The accountant must see his or her part in the entire chain though he or she has no knowledge of the ingredients and production process, for instance. Each individual and department must work to support the other.
All resources and activities must be aligned to the objectives set. This translates into developing shared goals and putting in place incentives that will support the attainment of these goals. Realign the metrics and measures of your production process to eliminate redundancy and appendixes that only consume resources without adding to your overall objective.
Leadership must come from the executive level. The management must understand the processes and what it takes to move from an idea into a product on the shelves. This enables them to make decisions and allocate resources in a reasonable manner. The executives and management will also support employees up to the lowest level because they have a clear understanding of what it takes.
Address the problematic cultural inertia. Companies are encouraged to develop traditions because they build a system and predictable environment. However, these traditions should not be a hindrance to growth. Pay more attention to principles that anchor the brand but daily activities that slow down your progress can be ignored. Sticking to redundant traditions will only cause you to lose to your competition.
Put the right people in strategic places. It is skills that will help you transform the vision into a brand. The first batch of employees is hired based on qualification. However, some will show talent and understanding of your vision. These employees should be retained and used to drive the vision. If the wrong people occupy influential or strategic positions, the vision will never be achieved.
Be thorough during implementation. Meticulous implementation begins with having a clear road map. The outline must include resources to be used and people to be involved. Have a monitoring system and interventions that will be made from time to time. Plan for emergencies but also work to stick to the plan laid down.
Stick to principles that have been proven over time but exercise flexibility on activities and actions. Be ready for adjustments that enable you to accommodate changing realities on the ground. Work with professionals and ensure that they have necessary resources. The mistakes and triumphs of other people are good for learning.
The objectives developed must be clear and specific. Further ensure that these goals are realistic. They form the basis of all activities and actions that will take place in the production environment. From the objectives, you will identify the personnel, equipment and resources needed. Communicate these goals to everyone inside and associated with your brand in order to develop synergy.
Think in terms of a system instead of silo-d thinking. When viewed from any angle, internally and externally, your entire production process must appear like a system. Everyone should be seen to be contributing towards a set target. The accountant must see his or her part in the entire chain though he or she has no knowledge of the ingredients and production process, for instance. Each individual and department must work to support the other.
All resources and activities must be aligned to the objectives set. This translates into developing shared goals and putting in place incentives that will support the attainment of these goals. Realign the metrics and measures of your production process to eliminate redundancy and appendixes that only consume resources without adding to your overall objective.
Leadership must come from the executive level. The management must understand the processes and what it takes to move from an idea into a product on the shelves. This enables them to make decisions and allocate resources in a reasonable manner. The executives and management will also support employees up to the lowest level because they have a clear understanding of what it takes.
Address the problematic cultural inertia. Companies are encouraged to develop traditions because they build a system and predictable environment. However, these traditions should not be a hindrance to growth. Pay more attention to principles that anchor the brand but daily activities that slow down your progress can be ignored. Sticking to redundant traditions will only cause you to lose to your competition.
Put the right people in strategic places. It is skills that will help you transform the vision into a brand. The first batch of employees is hired based on qualification. However, some will show talent and understanding of your vision. These employees should be retained and used to drive the vision. If the wrong people occupy influential or strategic positions, the vision will never be achieved.
Be thorough during implementation. Meticulous implementation begins with having a clear road map. The outline must include resources to be used and people to be involved. Have a monitoring system and interventions that will be made from time to time. Plan for emergencies but also work to stick to the plan laid down.
Stick to principles that have been proven over time but exercise flexibility on activities and actions. Be ready for adjustments that enable you to accommodate changing realities on the ground. Work with professionals and ensure that they have necessary resources. The mistakes and triumphs of other people are good for learning.
About the Author:
When you are looking for information about a product management framework, visit our web pages today. More details are available at http://www.actuationconsulting.com//enterprise-wide-systems-and-process-alignment now.
Aucun commentaire:
Enregistrer un commentaire