10 Steps to Implementing B2B Product Management: The CEO Playbook (e-book)
By Jim Berardone
Jim Berardone’s new book, 10 Steps to Implementing B2B Product Management: The CEO Playbook, offers an unprecedented, no-holds-barred look at how CEOs should be instituting the product management function—and reveals the reasons why they get it wrong. Whereas the bulk of the other product management resources are directed to product managers of B2C products, this brief e-book uniquely addresses the needs of the CEO when introducing product management in their B2B company. Berardone examines how B2B business models have a profound impact on the product management function.
In working over two decades with CEOs of different sized early-stage and established technology businesses, Berardone notes that smart, savvy CEOs can often struggle when it comes to making product management work. They get suggestions from trusted friends, teams, board members, investors and others offering lots of ideas and advice on approaching product management. Yet, part of the challenge is there are many variations in the ways product management is implemented; there is no single way nor should there be. Off-the-shelf solutions don’t work. Berardone argues, “Every company’s situation is unique with its own business goals, strategies, business model and customer value propositions,” and every CEO needs to develop and implement a distinct product management solution.
10 Steps to Implementing B2B Product Management guides CEOs and other executives in the organization through the complex process of creating a customized, formal product management function. It’s written to help CEOs avoid common mistakes most organizations make when initiating a product management function. He challenges some widespread beliefs in this field. And, it’s intended to reduce the typical pain and pitfalls associated with product management. Here are the 10 steps Berardone covers in just 52 pages:
Step 1: Define your goals and strategy
Step 2: Pick a posture
Step 3: Allocate your product development investments
Step 4: Determine who decides
Step 5: Establish where product managers should report
Step 6: Decide who does what
Step 7: Select your processes
Step 8: Identify great product manager attributes
Step 9: Install your product management function
Step 10: Measure your progress
Jim Berardone published this free e-book in the spirit of expanding and improving the practice of product management – a body of knowledge for which he is indebted to many people. Accordingly, the work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License (CC BY-SA 4.0). That means you are free to copy, share, adapt and build on this material, even commercially, provided you attribute it to him by name (Jim Berardone), by title of this work (10 Steps to Implementing B2B Product Management: The CEO Playbook,) and with a link to this website (www.JimBerardone.com.) In addition, you may share your use of this work under the same terms provided you identify any changes and do not suggest that he either endorses you or your adaptations. As long as you observe these terms, he cannot revoke these license provisions.
Published: February 2016
Page Count: 52
File Size: 6.7 MB
You can download his e-book here, for free: 10 Steps to Implementing B2B Product Management: The CEO Playbook
About the Author
For more than 20 years, Jim Berardone’s work, teaching and leadership has touched essentially every facet of B2B technology business from early-stage startups to established multinationals. Much of that work has focused on developing and bringing innovations to market through product development, product management and customer creation. He has played a major role in the commercialization of more than a dozen new product lines built on software, artificial intelligence, robotics, data, content and Internet technologies for users in markets as varied as manufacturing, distribution, engineering, marketing, publishing and e-commerce. His teaching and coaching work has included numerous consulting assignments, the formation of a product managers association, and teaching appointments at Carnegie Mellon University in Pittsburgh.