The Product-Aware Business
Product-aware companies invite the buyer to use the product and help them experience a meaningful outcome before committing.
Once they’ve seen the benefit, paying for the service becomes a no-brainer.
David Seacombe
Social Knowledge Management
Knowledge must flow freely across and beyond an organisation to get the best value from people. Knowledge management has been too constrained by the pre-determined path of a hierarchical structure, and leaders' concerns with losing control. We set out the benefits of becoming a social business.
A Product-Aware Organisational Structure
We believe that time-honoured organisational structures and funding methods are no longer relevant. In order to create a customer-centric business it's time to pivot the organisation and place Enterprise Architecture, Product Management and Engineering at the heart of the company.
Enterprise Architecture
Companies undergoing digital transformations will continue to build new systems. The whole approach should be architected to provide a clear view of strategic intent, future operational efficiencies and cost-effective IT, avoiding loss of control, excessive complexity or unchecked cost.
Product Management
Product Management is an function that guides every step of a product’s lifecycle, from proposal, to positioning and pricing - focusing on customers, what attracts them to the product, and how value will be generated.
Engineering
The term ‘engineering’ may describe our understanding of the world and ability to invent, design, and build things to solve problems and achieve practical goals. In our world we use engineering teams to create products, built within an enterprise architecture.
Products, Architecture & Value
Driven by innovation, competition and/or acquisition, the design of products has become more complicated and they are introduced to the market at a quicker pace. We need to ensure that our products are properly architected and we need to stay focused on the value that they deliver to our customers.
The Universal Purpose of a Company
A single-minded focus on profits has caused shareholder capitalism to become increasingly disconnected from the real economy and societal impact. Stakeholder capitalism, which positions private corporations as trustees of society, is a strong response to today’s social and environmental challenges.
The Three Laws
Building a customer-centric digital organisation that is focused on delivering value to your customers needs new and agile ways of working. Let's explore the Three Laws.
The Law of the Customer
Customers no longer line up meekly at our shop door, impatient to buy what you have to offer. You need a team who are constantly alert to discussions about your brand or products on third-party sites or social networks, and who build connections and understand what customers truly want to buy.
The Law of the Small Team
Small teams are essential to create a customer-centric company. With self-organising leadership and alignment to the overall product roadmap, they are given the autonomy to decide what to build, how to build it, and how to work together while building it.
The Law of the Network
Work flows smoothly and continuously. Instead of major programmes of work requiring significant capital investment, we move the whole company to an agile way of working where we continually respond to customer needs, and deliver increasing customer value.