Linking It All Together

Business Blueprint:
Weaving Strategic Vision with Marketing, Metrics,

and Management
Linking It All Together
Competency Model
Competency Model
01 01 Knowledge
02 02 Skills
03 03 Abillity
59 | 2024 Team Development | Bahnasawi | 16 Jan. 2024 | Link it Together | Business Use Only
What is a competency?
 A competency is the capability to apply a set

of related knowledge, skills, and abilities to
successfully perform functions or tasks in a
defined work setting.
 Competencies often serve as the basis for

skill standards that specify the level of
knowledge, skills, and abilities needed for
success, as well as potential measurement
criteria for assessing competency attainment.
Pharma Product Manager Competency
12 Important Skills for Product Manager Should Have
Natural Core Managing Job Deliverable

Skills Startup Responsibility
Business
Pharma Product Manager Competency (Natural Skills)
• Analytical Skills.
• Creative & Should • Excellent Product • Should have strong
Natural Core think out of the box. Knowledge. orientation towards
Skills • Generate newer • Strong Scientific analytics.
ideas. Orientation. • Should have strong
MS-excel Knowledge.
(Managing Business)
• Should coordinate
with different
• Should have departments like • Should have strong
Managing Production,
excellent Leadership Skills.
Startup communication
Packaging, • Should lead from
Business Accountant, Sales
skills front.
for smooth
movement of
assigned brands
(Job Responsibility)
• Building of brands • Creating marketing

which will be inputs like visual
Job • Create a strategy /
assigned. aid, catch covers, or
Responsibility Marketing campaign
• Focus should be in any other marketing
to manage growth.
profitability of the inputs algin with
brands. marketing strategy.
Pharma Product Manager Competency (Deliverable)
• Train the field Stuff • Review the • Identify competitor

regarding brand implementation and activities and
Deliverable promotion plan and execution of the counteract
marketing campaign in the competitors with
campaign. market. effective strategy.
Ten Tips For New Product Managers
Four types of “new” Product Managers
Your relationship to the organization
New Tenured
New product, New product,

New
new organization same organization
Type of
product
Existing product, Existing product, same
Existing
new organization organization
Ten Tips
1. Spend time with customers
2. Ask “dumb” questions
3. Let go of your past
4. Surround yourself with experts
5. Gather data
6. Focus
7. Concentrate on what, not how
8. Communicate, communicate, communicate
9. Sell your product internally
10. Do whatever it takes
Spend time with customers
 The single most important thing a product

manager can do is to understand the market
 The best way to understand the market is to

To Do
spend time with customers  Spend more time with customers
than with colleagues
 Set goals for customer visits

 Establish a regular schedule
for customer interactions
 Bring colleagues along with you

 Bring back information to share
Ask “dumb” questions
(Open probe to get more insights and info)
 “Dumb” questions are more about when they

get asked than about what you are asking
 Ask as many questions as possible as soon

To Do
as possible  Develop a list of initial questions
 Who to ask?  Generate additional questions each time
• Customers, one is answered
• colleagues,  Make note of interesting answers
• stakeholders, for future reference
• superiors,
• partners,
 Ask the same question to different people
and compare answers
• competitors…
Let go of your past
 What were you in your “past” life? Whatever

it was, you’re a product manager now
To Do
 Audit the time you are spending on each
 There is a natural instinct for product
area of the product
managers to gravitate towards the function of
the business from which they came – resist it  Have an open conversation with
colleagues
in your former role
 Discuss experiences and establish

boundaries
 Think hard before overruling decisions

 Review regularly to discuss progress
Surround yourself with experts
 Product managers can not and should not

do it all alone
To Do
 Identify areas important to product’s
 Your success depends on others
success
 Do not try to be an expert in everything
 Identify internal experts in targeted areas
 Leverage the expertise of others in certain
areas  Enlist experts as Trusted Advisors
 Look for “formal” and “informal” advisors  Utilize advisors for decision-making,
planning, support and overcoming
 Experts do not just have to be within your obstacles
organization
Gather data
 “In a truly consumer-driven company, To Do

decisions are based on data… so the person  Gather existing market research and
with the best data wins.” – Scott Cook; industry data – primary and secondary
Founder, Intuit
 Identify information gaps and develop plans
 Lots of different types of data… to fill them
• Internal data
• External data
 Gather existing product performance data
• Market data  Identify missing and desired information
• Product data and leverage colleagues to obtain
 If desired data is not available, quantify the

value of it in order to obtain support for
projects to gather it
Focus
 It will be overwhelming
To Do
 You will not know where to start
 Make a list of all of the “internal” and
 It is better to do one thing well than to do a lot “external” priorities
of things poorly
 Determine timelines, relative levels of
effort, and resources required
 Pick a few quick wins and focus initial effort

 During that time, develop longer-term focus
 Get agreement on focus, communicate,
and reiterate it
Concentrate on what, not how
 It will be tempting to control “how” things get done with your product
 Resist the temptation
 Product managers should define “what” needs to happen…
… and others should define “how” those things happen
 Clarify roles and responsibilities with team members

• Engineering
• Design
• Marketing
 Get regular feedback on whether you and others are keeping with the agreed-upon
responsibilities
Communicate, communicate…
 Do not underestimate the importance of

communication in all forms
• Informal,
• formal,
• written,
• verbal,
• unspoken,
• method,
• timeliness,
• frequency,
Source: Seven Traits of Successful Product
• tone
Managers;
Michael Shrivathsan
Communication
Manager
Sales
Product Marketing
Manager
Engineering
Communication
Executives
Manager
Other PMs
Sales
Finance
Legal Product Marketing

Manager
Customer
Service
Project Management
Engineering Design
Communication
Executives Customers
Manager
Other PMs Partners
Sales
Finance
Legal Product Marketing Investors

Manager
Customer
Industry
Service
Project Management Analysts
Engineering Design
Communicate, communicate: To Do
To Do
 Audit current communications (if any)  Email newsletter
 Get feedback from stakeholders on  Intranet site
preferred communications channels and
frequency  “State of the Product” presentations
 Develop communications plan; type and  Set reminders about communications and
frequency stick to schedule!
Sell your product internally
 Be the champion for your product

To Do
 “Sell” your product to executives, team
members, other departments  Regularly communicate good news
• Don’t go overboard
 Will help gain resources, funding, support for • Don’t ignore or try to dismiss bad news
issues and new initiatives
 Make sure your communication plans
include all the necessary audiences
 Get others to help sell your product

• Explicit “enlistment”
• Find good supporters and keep them happy
Do whatever it takes
“ Be willing to do whatever it takes.

To Do
I know of many cases where the product  Learn about as many areas of your product
manager needed to help out with as possible
deliverables for customer support, sales
 The more you know, the more you can help
training, technical writing, QA,
”
engineering, and marketing. You may  Help out at the right time
Source: Thriving in Large Companies; Silicon Valley Product Group
need to just do it.
 Don’t start too early, but don’t wait too long
 Don’t complain about having to help out
 But make sure to discuss it later if there are
skill or resource issues that need to be
addressed
5 marketing processes
You must Know

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Business Blueprint:

Weaving Strategic Vision with Marketing, Metrics,

 A competency is the capability to apply a set

 Competencies often serve as the basis for

Natural Core Managing Job Deliverable

• Building of brands • Creating marketing

• Train the field Stuff • Review the • Identify competitor

Your relationship to the organization

New product, New product,

2. Ask “dumb” questions

3. Let go of your past

4. Surround yourself with experts

7. Concentrate on what, not how

8. Communicate, communicate, communicate

9. Sell your product internally

10. Do whatever it takes

 The single most important thing a product

 The best way to understand the market is to

 Set goals for customer visits

 Bring colleagues along with you

 “Dumb” questions are more about when they

 Ask as many questions as possible as soon

 What were you in your “past” life? Whatever

 Discuss experiences and establish

 Think hard before overruling decisions

 Product managers can not and should not

 “In a truly consumer-driven company, To Do

 If desired data is not available, quantify the

 Pick a few quick wins and focus initial effort

 Clarify roles and responsibilities with team members

 Do not underestimate the importance of

Legal Product Marketing

Legal Product Marketing Investors

 Be the champion for your product

 Get others to help sell your product

“ Be willing to do whatever it takes.

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