As the Vice President of Proposition Delivery and Operational Excellence, I was part of a major program initiative to revamp product management for emerging healthcare products. Several senior members of the organization along with some technical delivery members were present in multiple discussions over the last three months defining value delivery and success. Some of these definitions seemed generic and appeared applicable for any person, team, or business entity. Deidentifying some of the information and reframing them in simple terms, I am synthesizing my thoughts here as 4 Fs of Success.
1. Firm and Flexible
We live in a VUCA world. As technology becomes more accessible to customers and consumers, we should be willing to unlearn and relearn continuously. Sometimes, our 'bitterness of failures' may close opportunities that may otherwise be available for us. At the same time, our earlier 'sweetness of success' should not embolden us to avoid proactively looking at risk management. While balancing these two ends of the spectrum, one should also evaluate what one should stand for. Not all requests can be handled, and we should also know where our boundaries stop and when we should reevaluate opportunities.
2. Focus and Feedback
"Prioritize and Deliver" on agreed commitments! Often, we play the victim of attributing failure to methodology. Agile, Project Management, Scrum, Product Management, XP, or DSDM, for example, themselves do not fail because they are frameworks. Everyone needs to demonstrate leadership in delivering on their commitments. "Walk the Talk" is not reserved for the leaders at the top. As we have our commitments, it is important for every one of us to be accountable for the experience that we allow our customers to feel. If there is any potential adverse impact, be willing to give feedback. Risks and Quality are everyone's responsibility. So, stop playing the victim role based on framework!
3. Fostering and Feelings
A nurturing team environment is not an after-thought. For teams to own the commitments, they need to be part of creating the team charter where working agreements are made. Instead of forcing team behaviors, mentor and coach people to think customer value. Actively listen to others, practice empathy, and build an environment where people can "fail forward" fearlessly! Confidence and Competence develops only with commitment in a nourishing environment. Apply systems thinking concepts to let everyone see the future.
4. Follow Up and Follow Through
Be both transactional and transformational as the situation warrants! This is where follow-up and follow-through come along. Follow-up is about seeking ongoing updates. Having a conversation about an issue is a follow-up but does that conversation alone guarantee completion? As the famous saying goes, "A person that won't read is no better than a person that can't read," one needs to see issues to closure. That is the definition of done and not leaving anything partly done or inadequately addressed. Therefore, follow-up is more like communication (one-way street like broadcasting) but follow-through is more like collaboration requiring one to take on initiatives to ensure that the items are complete and marked "DONE". This is why follow-up is transactional management mindset whereas follow-through is transformational leadership mindset.
What do you think? To what extent do you agree or what would like to add/remove?
