Book Image

Lean Product Management

By : Mangalam Nandakumar
Book Image

Lean Product Management

By: Mangalam Nandakumar

Overview of this book

Lean Product Management is about finding the smartest way to build an Impact Driven Product that can deliver value to customers and meet business outcomes when operating under internal and external constraints. Author, Mangalam Nandakumar, is a product management expert, with over 17 years of experience in the field. Businesses today are competing to innovate. Cost is no longer the constraint, execution is. It is essential for any business to harness whatever competitive advantage they can, and it is absolutely vital to deliver the best customer experience possible. The opportunities for creating impact are there, but product managers have to improvise on their strategy every day in order to capitalize on them. This is the Agile battleground, where you need to stay Lean and be able to respond to abstract feedback from an ever shifting market. This is where Lean Product Management will help you thrive. Lean Product Management is an essential guide for product managers, and to anyone embarking on a new product development. Mangalam Nandakumar will help you to align your product strategy with business outcomes and customer impact. She introduces the concept of investing in Key Business Outcomes as part of the product strategy in order to provide an objective metric about which product idea and strategy to pursue. You will learn how to create impactful end-to-end product experiences by engaging stakeholders and reacting to external feedback.
Table of Contents (6 chapters)

Chapter 12. Is Our Process Dragging Us Down?

Product teams need the ability to respond swiftly to feedback from the market and the changing business landscape. In order to respond swiftly, we need to structure our processes to our way of working. This means that we need to be prudent about setting up processes based on our resources, assessing where to optimize our processes and ensuring we set up our delivery based on time to market. This chapter addresses the typical process bottlenecks, followed by a recommendation for each.

The reasons for process waste include the following:

  • Striving for perfection
  • Striving for efficiency
  • Striving for throughput

Business and organization context

"A chain is only as strong as its weakest link."

During my tenure at a software consultancy organization, I was part of a team that consulted for a nonprofit organization running a small t-shirt and bag manufacturing factory. The organization employed rehabilitated sex workers (who had...