In this second post in our series, Leading Product Innovation, we look at how ITX innovation leads help clients establish a clear Vision for their software product. In the series’ opening blog, we talked about how Discovery activities guide the product team to answer Why? What? For whom? Here, we explore their role in building stakeholder alignment around the product Vision and articulating that Vision in a way that rallies the team to confidently commit to its fulfillment.

Managing risk. It’s the unavoidable reality of software product leadership. Sometimes that risk comes from not knowing what to do first, or next. Other times it’s the risk of not staying current with technology. Ultimately, product leaders face the risk that any one of these will damage their company’s brand or bottom line.

ITX innovation leads help clients manage that risk – first by guiding the product team through Foundation Stage discovery activities, later transitioning into the Planning Stage of the product development process with a clear product vision.

Leading Product Innovation, the ITX Way is a new blog series offering an inside look at how Product + Design come together to deliver innovative product solutions.

The product manager role at ITX has evolved throughout our 25-year history. Here, product managers are called innovation leads – more than nuance, the title emphasizes our belief that our clients manage the products we help them build; we are partners in that development.

To best understand the innovation lead’s impact, it’s helpful to drill into their involvement during key stages of the process – Foundation, Planning, Development, and Deployment. In this article, we’ll look at how innovation lead guides discovery activities to help their product team understand the problem space.

Overcoming the Resource Efficiency Paradox

“Transformation comes more from pursuing profound questions than seeking practical answers.”
– Peter Block, author of The Answer to How Is Yes

Many Scrum teams’ sprint burndowns look like a cliff, with numerous backlog items in progress at the same time, and most not marked ‘done’ until the end of the sprint.

In this second of our 3-part blog series on Digital Accessibility, we present the business case in favor of digital accessibility. In Part 1, we argued the moral imperative and studied the legal consequences for infringing this basic human right. Here, we argue in support of accessible design by examining the economic benefits for businesses in service to vast, underserved market segments.

In this first of a 3-part blog series, learn why digital accessibility is usability, and consider the compelling case for protecting digital access as a fundamental human right.