In earlier articles we discussed the purpose of product portfolio planning and the frustrations with current product portfolio planning. In this article I’d like to look outside the typical world of product companies to a related industry that is in the actual business of making product investments, and that’s the Venture Capital (VC) industry.
Continuing with the series on product portfolio planning, earlier I enumerated the purpose and objectives of the product portfolio planning process, but in this article I wanted to discuss the common complaints from executives and product leadership alike about the typical product portfolio planning process used at most companies beyond the startup stage.
How does your CEO know that every product manager’s efforts are aligned with his business strategy?
How does your CEO clearly communicate to your product managers the business priorities?
How does your CEO know which product managers are making good decisions and making true progress in carrying out the business strategy?