Reflektions.com

Paul Ortchanian

This blog discusses leadership and product management. Contact me at paul@reflektions.com

Product Management as a service

I lead a team and we deliver ‘product like’ hardcore digital platforms. The outputs of our work are non-marketing products. Like a restaurant's mobile app that lets you order your meal ahead of time for example. People always think that product managers operate this very critical, high-leverage function that, when executed correctly, greatly facilitates the leap past prototypes into a steady return of profits. These are products with revenue models tied to the technology. But there are some who offer the product approach as a service where products are shipped without the purpose of becoming sole revenue generators. Offering Product Management as a service often means translating an emerging product Strategy/Vision into an amazing c...

Collect colleagues assessments to keep product expectations in check

As a rule, when products go wrong, everyone has contributed in some important way. I was asked how I’ve had so much success keeping product expectations in check? There are as many product management approaches as there are weight loss programs. Most will help, many will keep you stranded in a world of theory and make you forget that software development is mostly about cultivating personal relationships. The key is to start any initiative’s first encounters with the assumption that you don’t know squat about it. That approach will help you see the other side’s perspective more accurately. Some call it customer research, customer listening, internal expert interviews. I call this your opportunity to understand various perspectives. ...

On Leadership : 5 things I learned at Edelman acting as VP technology

Three years ago I was asked to join Edelman to orchestrate the turnaround of their North American technology group. With my March anniversary I thought I’d share a few things learned about leadership, management and working in a company whose norms and culture don’t align with what one would see in a software company. As the “CEO" of the technology organization, ultimately accountable for the team’s results I provided vision not just for the technology team but the whole organization. I established processes and practices for realizing that vision, set the bar for quality and decided on the kind of work environment to foster. Many of these I brought with me to validate along the way while others I learned the hard way. Pick your...