- 25 years in consumer electronics innovation, development, supply chain and distribution.
- CEO and founder of MOTO Development Group - acquired by Cisco
- Clients include: Apple, Intel, Logitech, Microsoft, Pure Digital, Contour, litl.
- Holds six U.S. and international patents in area including mechanism design and cloud computing.
- All 7 Best Practices
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Consumer Electronics - Product Innovation from Opportunity to Realization
- Product developments are delayed because of ongoing changes in specifications and requirements.
Often, late-stage feature creep is a result of moving too quickly from product concept to implementation without fully exploring product alternatives. It also occurs in the absence of full engagement with business owners or because of product development delays as a result of the minimum viable product (MVP) being too large. It is critical to fully engage decision makers in early stage definition of the MVP as well as defining changes (market, competitive or other) that might drive a change in MVP.
- Many teams are strong on the technology side but they struggle to transform their technical strengths into products that customers truly value.
- Products and teams need to focus on the experience (unmet need or customer pain point) and why this experience is valuable for consumers. Technology alone only rarely results in a successful product.
- Many companies do not have the right team on board to ensure success.
In their zeal for innovation, many organizations do not spend sufficient time assessing the key capabilities and skillsets of both internal teams and external partners. Nor do they adequately map these capabilities against product options and the effective program risk. Delivering on innovation requires understanding what your can team can really deliver. Organizations that focus on unconstrained user experience innovation and concepts fail to get traction with commercialization teams.
- Product teams are consistently late on development efforts.
Often, organizations make the mistake of pushing for shorter rather than more reliable timelines. The first looks good on paper, but the second is good for business. Building a culture that sets aggressive and realistic timelines and then delivers on them is critical for on going business success.
- Teams often create product concepts that include too many features as well as an overly long development timeline.
Teams often create product concepts with too many features because they lose sight of the core consumer experience. Team should challenge themselves to define the simplest MVP and seek to simplify it further through during the course of development. Products should be designed to allow for future product revisions and upgrades. The post-release feature evolution should be part of an ongoing customer engagement.