Turning an idea into a product and eventually a brand requires smart and strategic moves. These moves are captured in the Product management framework that details how the vision will be transformed into a business. Here are the principles that entrepreneurs and companies must follow in order to achieve successful implementation of their frameworks.
Develop very specific and clear objectives. They must be realistic and relevant to the merchandise you are dealing with. The objectives will guide all actions and activities that take place at this production environment. These objectives need to be communicated articulately to all persons involved in the process so that you can create 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.
Get the right talent into place. Identify the people who can drive your vision and deliver results. At the beginning, you will be looking at titles and qualifications. However, this changes over time when you realize the difference between talent and qualification. Unless you have the right people, the vision will never be achieved.
Be diligent when implementing the program. This includes sticking to deadlines and actions you have established in the framework. Provide the resources necessary and ensure that skilled persons are available to support your processes. Have a monitoring and evaluation mechanism that tells you whether you are moving in the right direction or not. Be ready to handle emergencies and detours while still ensuring that you are moving towards your goal.
The framework developed must adhere to set principles but should also be flexible to accommodate realities that you encounter from time to time. Work with experienced experts who will get you off the ground. Learn from other people and improve on your processes with time.
Develop very specific and clear objectives. They must be realistic and relevant to the merchandise you are dealing with. The objectives will guide all actions and activities that take place at this production environment. These objectives need to be communicated articulately to all persons involved in the process so that you can create 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.
Get the right talent into place. Identify the people who can drive your vision and deliver results. At the beginning, you will be looking at titles and qualifications. However, this changes over time when you realize the difference between talent and qualification. Unless you have the right people, the vision will never be achieved.
Be diligent when implementing the program. This includes sticking to deadlines and actions you have established in the framework. Provide the resources necessary and ensure that skilled persons are available to support your processes. Have a monitoring and evaluation mechanism that tells you whether you are moving in the right direction or not. Be ready to handle emergencies and detours while still ensuring that you are moving towards your goal.
The framework developed must adhere to set principles but should also be flexible to accommodate realities that you encounter from time to time. Work with experienced experts who will get you off the ground. Learn from other people and improve on your processes with time.
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