The Pulse of Productization

We frequently like to profile Product Leaders we admire to help inspire you and your team. This month, we are excited to introduce you to Purbita Banerjee.

A company developed a successful AI product based on thorough customer research and launched it quickly, generating revenue. However, the cost of maintaining the necessary tool infrastructure for a growing customer base and promised price tiers made the product unprofitable. Despite doing almost everything correctly, the product team was directed to shut down the product because it was losing money for the company. The company needed to build a good pro forma for the product.

One CEO recently shared with me, “We need to restructure our incentive plan. Our consultants are all incented on short-term revenue, which is making it very hard to get traction with our new products that have lower price points but better margins and more revenue visibility.”

Quarterly product reviews are a critical component of an organization's product strategy. They provide an opportunity to assess the performance of the product portfolio, evaluate new product ideas, and make informed decisions about resource allocation. Additionally, QPRs hold teams accountable, ensure alignment across the organization, and help prioritize the right ideas in the pipeline. 

Whom to hire—and when to hire them—to score big product wins. 

Many business-to-business services organizations are beginning to realize the accelerated growth potential of scalable, more productized business models. The opportunity to create higher customer value at a lower cost has led many organizations to make big moves to capitalize on the promise of a productized business model and evolve their culture to be more "product friendly." They are looking to change their cultures to enthusiastically support their offerings' diversification and prioritize building new scalable products that augment their existing portfolio of 1-to-1 services. 

This past year I turned 40, and my wife and I welcomed our second child. With these significant life milestones, I started to think about where I wanted to take my career next. One of the guiding principles I used was the Japanese concept of ikigai.

To play at a high level, these companies have to undergo significant organizational transformation. 

We frequently like to profile Product Leaders we admire to help inspire you and your team. This month, we are excited to introduce you to Andy Armstrong.