Be careful to not discount the significance of this seemingly old model —
it is the key to recognizing and remedying problematic areas in your
organization’s product development system so that you will be able to
grow profits through clearly differentiated products your customers will
What Have You Been Missing?
In our experience, we find that the Life Cycle model is sub-optimized by
most companies and, in some cases, not working at all. The reasons for
this are many. A common reason is that no one person or group is
monitoring the entire model, constantly overseeing the entire system and
improving it, to ensure best-possible performance; rather, we find the old
silos in effect, where managers focus on their domain regardless of the
upstream or downstream impact. Organizational disconnects also
contribute to the problem by stifling communication intended to improve
the function of the model.
Actual examples of sub-optimized or misapplied implementations of this
• The product roadmap (T-1 to T-3) was not linked to the corporate
strategy (T-4) at the operational level. The customer fulfilled all the
requirements of the strategic planning process, but the transition to
operations was severely broken, resulting in a flawed product roadmap
in support of the corporate strategy. Part of the problem was the lack of
translation from strategy to operations in a way that it would be
understood and internalized by all.
• Lack of market segmentation and product roadmaps (T-1 to T-3) resulted
in ad hoc prioritization of development projects, with little regard to the
strategic direction set by the executives of the company. Thus, every
development program was “priority one,” depending on whom and when
• Development programs suffered from the constant start-stop-start
syndrome (T1 to T2) due to constant revision of the corporate strategy.
Frequent stops and restarts cause a considerable waste of corporate
resources and leave you vulnerable to the competition.
Our Team of Seasoned Consultants Will Help You
Let us help you answer these critical questions:
• We are not certain if we need to grow in our core markets or look at
alternatives. How do we decide? (T-4)
• We suspect that our strategic plan is not converted into operational
activity. How do we know and how do we fix it? (T-4 to T-3)
• Our product roadmaps are always in disarray, they have too many
projects and there is constant turmoil between R&D and Marketing. How
do we seamlessly deploy the product roadmap across departments? (T-1
• Is there a practical and simple way to ensure strategic alignment across