Comments on: IBM 2010 Chief Executive Officer Study http://www.strategicproductmanager.com/2010/07/06/ibm-2010-chief-executive-officer-study/?utm_source=rss&utm_medium=rss&utm_campaign=ibm-2010-chief-executive-officer-study Wed, 25 Jan 2012 08:07:00 +0000 hourly 1 http://wordpress.org/?v=3.3 By: Ccrandell http://www.strategicproductmanager.com/2010/07/06/ibm-2010-chief-executive-officer-study/comment-page-1/#comment-381 Ccrandell Mon, 26 Jul 2010 16:58:59 +0000 http://www.strategicproductmanager.com/?p=1290#comment-381 This is a great excerpt you extracted from the IBM report. The collaborative process between product managers and the executive suite isn’t always particularly fruitful, but this can give product managers some perspective on why executives seem to be always changing their mind – changes that introduce hardships on the product managers who are adapting the product in real-time. On the flip side CEOs need more visibility into things like how much resources new product features will cost, instead of flying blind on product strategy decisions. When product managers try to tell the C-suite they don’t have the resources for a feature, it can just sound like complaining – these conversations need to be supported with data and analysis.<br><br>-Christine Crandell, Accept Software This is a great excerpt you extracted from the IBM report. The collaborative process between product managers and the executive suite isn’t always particularly fruitful, but this can give product managers some perspective on why executives seem to be always changing their mind – changes that introduce hardships on the product managers who are adapting the product in real-time. On the flip side CEOs need more visibility into things like how much resources new product features will cost, instead of flying blind on product strategy decisions. When product managers try to tell the C-suite they don’t have the resources for a feature, it can just sound like complaining – these conversations need to be supported with data and analysis.

-Christine Crandell, Accept Software

]]> By: Ccrandell http://www.strategicproductmanager.com/2010/07/06/ibm-2010-chief-executive-officer-study/comment-page-1/#comment-389 Ccrandell Mon, 26 Jul 2010 16:58:00 +0000 http://www.strategicproductmanager.com/?p=1290#comment-389 This is a great excerpt you extracted from the IBM report. The collaborative process between product managers and the executive suite isn’t always particularly fruitful, but this can give product managers some perspective on why executives seem to be always changing their mind – changes that introduce hardships on the product managers who are adapting the product in real-time. On the flip side CEOs need more visibility into things like how much resources new product features will cost, instead of flying blind on product strategy decisions. When product managers try to tell the C-suite they don’t have the resources for a feature, it can just sound like complaining – these conversations need to be supported with data and analysis. -Christine Crandell, Accept Software This is a great excerpt you extracted from the IBM report. The collaborative process between product managers and the executive suite isn’t always particularly fruitful, but this can give product managers some perspective on why executives seem to be always changing their mind – changes that introduce hardships on the product managers who are adapting the product in real-time. On the flip side CEOs need more visibility into things like how much resources new product features will cost, instead of flying blind on product strategy decisions. When product managers try to tell the C-suite they don’t have the resources for a feature, it can just sound like complaining – these conversations need to be supported with data and analysis.

-Christine Crandell, Accept Software

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