Product Management Forum
Loews Chicago O'Hare Hotel
By September 2: members $895/person; all others $1,095
September 2 through November 2: members $995/person; all others $1,195
After November 2: members $1,095/person; all others $1,295
Wednesday, November 16 Arrival Reception/Dinner: $75/person
Click here for our registration and cancellation policies.
Sign up for both the Product Management and Digital Marketing forums to receive a discounted rate. Contact Angelica Hamilton to ask about the discounted rate.
A special hotel rate of $159 (plus tax) has been secured by MAPI for forum attendees at the Loews Chicago O'Hare Hotel. Click here to make your reservation.
What can you learn on product management and innovation from some of the world’s most progressive manufacturers?
Last year's forum featured sessions from Caterpillar, SKF, Timken, and ThyssenKrupp on creating an innovation culture that embraces smart risk, innovation/selling/buying on total cost instead of initial price, driving revenue and profits through planned obsolescence, and aligning innovation to business goals.
Who should attend?
At most industrial companies, innovation is widely understood to be little more than building a better mousetrap. It tends to focus on engineering/technology-led, safe bets. Further complicating the problem, innovation project portfolios are too large, which only further slows down the innovation process. Plus they’re poorly balanced, with not enough white space/moonshot projects, not to mention insufficient market insights. Bottom line, industrials suffer from innovation frameworks that have let them down. In this session, Francesco Fazio from Deloitte Consulting’s Doblin Group will show a better way forward, using The 10 Types of Innovation. As the opportunities presented by the Internet of Things and data (big and small) become realities, industrials need to innovate outside the product box, pushing their comfort zones into areas like innovation around business model, customer experience and channel. As part of this session, we’ll conduct an interactive workshop so that attendees can think through how a more progressive and comprehensive innovation strategy will allow them to create profitable forms of new value.
At its best, product management focuses on maximizing the profitability of existing product lines, while managing an innovation pipeline that's tightly aligned with organizational strategy. As the old saying goes, the best product managers think and act like CEOs of a product line. Far too often, both because of limited resources but also talent mismatches, product managers are largely firefighters, focused on engineering project management. In many industrials, this has led to bloated product portfolios, poor lifecycle management processes, and slow-moving, engineering-driven innovation. In this panel, we'll hear from three companies that take a more strategic view of product management. They'll share what they've done to enable product management to play a strategic role in driving profitability, and how they're taking product management out from the weeds.
Ask 10 CEOs what product management is and you’re likely to get 10 different answers. While there’s no one-size-fits-all approach toward the discipline, disagreement inside a company will make it impossible for product management to succeed. In contrast to more traditional, hierarchical functions such as finance (led by a CFO), product management requires outstanding influencing skills, so misalignment about product management’s mission can spell death. In this case study, Jim Gross of Johnson Controls will share details of how his company has developed a Product Management Operating System that clearly lays out the function’s key responsibilities, including market insight, product strategy and development, product launch, and lifecycle management. Jim will go into detail about the role played by talent management as well as the tools and metrics JCI uses to drive PM excellence. He’ll also share details of how JCI is leveraging a maturity model approach toward product management and using that as a launchpad to build out a competency model to enable career mapping. Finally, Jim will share some of the work he’s doing (including internal PM councils and regular newsletters) to build visibility and consensus around the role that product management plays in driving business results.