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How to Achieve Product-Organization Fit

Two Tools for Mastering Stakeholder Management Through Trust, Loyalty, and Advocacy

This article, co-authored by Bruce McCarthy and Sean Flaherty, was inspired during a recent podcast episode from Product Momentum featuring Bruce as guest and Sean as co-host.

By Bruce McCarthy and Sean Flaherty

In a recent episode of Product Momentum, Bruce McCarthy explained that the hardest part about being a product manager is wrangling the needs of multiple stakeholders and saying ‘no’ to some things so that you can say ‘yes’ to others. But those are precisely the decisions that lie at the crux of the product manager’s job. And they’re fraught with risk – inadvertently suggesting a preference for one key stakeholder while alienating others.

As we recorded the episode, we quickly discovered the parallels between Bruce’s Stakeholder Canvas model and Sean’s Relationship Ladder framework – and how these tools can work in concert to help product managers navigate thorny decisions to arrive at workable solutions and preserve stakeholder relationships.

It’s not enough to have product-market fit to be successful; we also need product-organization fit. And that’s where the Stakeholder Canvas and Relationship Ladder render the greatest value.

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Product Momentum at 150

Reflecting on 150 Episodes of Lessons and Learnings

When you care as much about the industry that you serve as the dedicated podcast team at ITX Corp. does, it shows up in what you produce. These days, we call it marketing.

But when we started Product Momentum in 2018, we called it an experiment. We wanted to see if we could play even a small role in supporting our product community by freely sharing access to the knowledge that is locked up in the brains of many thought leaders.

Now we see it as our mission to entertain, educate, and celebrate the writers, speakers, movers, and makers who fuel a passion for innovation to our growing audience of product managers, UX designers, engineers, and business leaders.

We have been so lucky! Personally, I have been so privileged to record episodes with some of the most inspiring thought leaders in the software product industry. Along this journey, I’ve learned invaluable lessons – lessons that have shaped me deeply as both a leader and a person. As I look back, I feel vulnerable, humbled, and incredibly grateful for the opportunities the product community and my team here ITX have given me.

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Objective Prioritization is Impossible

The prioritization of anything complex must be a collaborative process.

According to Dictionary.com, the first two definitions of priority are listed as:

  1. The state or quality of being earlier in time, occurrence, etc.
  2. The right to precede others in order, rank, privilege, etc.; precedence.

We use the term a little differently in the software development industry.

In our world, prioritization is –

The art of combining everything we think we know about the past with the fixed resources we have right now to predict the order in which to do things to improve our collective future.

It is complicated, imperfect, and messy. The most powerful prioritization schemes are those which align our teams and empower them to make better decisions.

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Great Visions Unlock Human Potential

Getting the Vision Right is Hard Work – But It’s Vital to Team Success

A great vision is one that unlocks human potential and creativity by painting a clear picture of what is possible. Stewarding, adapting, and continuously refining the product vision is the top priority of successful leaders because it is a key driver of the organization’s strategy.

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Where Are The Innovations?

In this blog, ITX EVP of Innovation Sean Flaherty explores where innovation comes from, obstacles that stand in its way, and a simple technique you can share with your teams today for capturing ideas that lead to more innovations.

This blog is a refreshed version of the original, which was first published February 15, 2022, on Medium.

 

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When Teams Celebrate Constructive Feedback, They Win

I was recently given some amazing feedback on a talk that I gave to a group of CEOs in Oklahoma. I took too long and added too many details to my opening story before I explained the context and reason for the story. The CEO who provided the feedback was lost and found himself wondering where I was going. He found himself wandering off. I sometimes get lost in the story when I am speaking and often lose track of my audience. It is not good.

That feedback caused me to seriously revamp the opening of my speech, starting with some direct context early on in the speech. The last couple of talks I gave since the revamp were markedly better and gained more powerful, early engagement from the CEO groups. I was able to turn that feedback into gold immediately. In my early business career, that would not have been the case for me. This is the result of learning how to celebrate feedback when I get it. (p.s. I sent the CEO a small gift to thank him in this case.)

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Setting Objective Measurements Growth

One day, I had a good friend call my cell and say, “I need a team that can pick up the pieces from another vendor. I need help getting these small features out the door in three months or I’m going to lose my job. Can you help me?” For context, the teams I work with have been building software products for two and a half decades and this has happened on more than a few occasions. This time, my team had worked on this technology platform before, and, represented confidently that they would be able to knock the project “out of the park.” Everyone on my team expressed confidence that this was a no-brainer. You might guess where this is going next.

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The Relationship Ladder

On the island of Oahu in Hawai’i is a beautiful, dormant volcanic mountain with a huge crater called Koko Head. On the South slope of the mountain is a challenging hike called the “Stairs of Doom.” The trail is made up of a series of railroad ties from the base of the cone, at almost sea level, that ascends to 885 feet at the summit. It was built to be a short military cog railway for moving munitions and people to the top of the crater to defend Hawai’i during World War II. When you get to the top of what feels like a giant ladder, no matter how good of shape you are in, you are sweating buckets from the hard work. It pays off, however, in a magnificent 360 degree collection of spectacular vistas. To the East, you can see Hawai’i Kai. It includes a bay with cerulean blue water and looking South, the equally impressive Hanauma Bay crater lies below. Inside the Koko Head crater to the North is a botanical garden with spectacular fauna. Relationships are similar; They take work, purposeful investment, and they are built one step at a time.

Building Relationships

If you are fortunate, you have formed a handful of brilliant, life-long relationships with people in your life. My best friend from elementary school is a trusted advisor to me whenever I need a little honest kick-in-the-butt or have some good news about my life to share. While months may go by without seeing each other, when we do get together, we don’t miss a beat. It feels as though we were hanging out just yesterday. Consider your own friendships for a moment. How did those relationships form? Sometimes there is immediate chemistry, but in my experience, the real power in the relationship came after a long period of time that included many serial experiences. Strong, resilient relationships have ups and downs and take some amount of conflict with the commensurate resolution to become strong. All relationships, good and bad, are formed, over time and through steps.

 

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5 Dysfunctions of Using Profit As Your Only North Star Metric

A Momentum-Based Mathematical Tool To Assess Your Blindspots.

A Momentum-Based Mathematical Tool To Assess Your Blindspots. The best teams, who perform with precision, purpose, and efficiency emanate vitality and optimism. These teams universally have great clarity of vision, intrinsic motivation, confidence in the competence of their team, and the proficiency that comes from their ability to execute well together. I call this combination of four leadership levers (vision, motivation, execution, and capabilities), The Momentum Framework. It is represented by a bounded four-quadrant model that represents an organization’s inputs, outputs on the horizontal, and its strategy and tactics on the vertical. When a team is firing on all four of these cylinders, pulling on all four of these levers, it manifests in clarity, creativity, adaptability, and proficiency (represented in the diagram by the orange arrows).

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Diagnosing Leadership

A Momentum-Based Mathematical Tool To Assess Your Blindspots.

A Momentum-Based Mathematical Tool To Assess Your Blindspots. The best teams, who perform with precision, purpose, and efficiency emanate vitality and optimism. These teams universally have great clarity of vision, intrinsic motivation, confidence in the competence of their team, and the proficiency that comes from their ability to execute well together. I call this combination of four leadership levers (vision, motivation, execution, and capabilities), The Momentum Framework. It is represented by a bounded four-quadrant model that represents an organization’s inputs, outputs on the horizontal, and its strategy and tactics on the vertical. When a team is firing on all four of these cylinders, pulling on all four of these levers, it manifests in clarity, creativity, adaptability, and proficiency (represented in the diagram by the orange arrows).

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