• Ferhan Bulca

    I am an executive leader and a serial intrapreneur focused on innovation and design thinking. My purpose in life is to create products and services that make the world a better place to live in.

    In the course of my career, I have developed a deep understanding and expertise on all aspects of technology commercialization and product/service development. As a result, I have built multi-million dollar businesses from the ground up.

    I am the creator and the Lead Instructor for Business Innovation Certificate Program at University of Toronto, School of Continuing Studies.

    I offer business consulting services and I am available as a speaker for private and public events.

    Watch my recent talk at Ashoka Canada's Changemakers event at University of Toronto on YouTube.

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Eliminate Your Innovation Pains, Part 3

This is the third and final part of my posts where I discuss ways to deal with the top three pain points in the management of product portfolio according to the Third Product Portfolio Management Benchmark Study by Planview (http://www.planview.com/m1/pd/3rd-product-portfolio-management-benchmark-study-hph).

  1. Too many projects for available resources,
  2. Not being able to drive innovation fast enough,
  3. Decisions that go back and forth, get made late or ineffectively.

In this post, I will address the third pain: Decisions that go back and forth, get made late or ineffectively.

In building a new product/service, the whole point is about delivering new value to customers. However, this fundamental goal may be lost when teams are working on the details, typically with little or no connection to customers. Eventually, teams may drift away from truly valuable features that differentiate the product/service being developed.

I recently worked with a business leader, who demanded to see a clear map between the value proposition and the features being developed. While developing the map was challenging at first, it became a valuable tool in making decisions. We used the map in both directions; value proposition to features, and from features to value proposition.

The tool is simple and looks something like the table below.

Value proposition-feature mapping table

Value proposition-Feature Mapping

Building this table helped our team in a number of ways:

  1. We could assess the importance of features and their relevance to value proposition. Filter out features that did not have a strong linkage to a value proposition.
  2. More specifically articulate the value proposition.
  3. Create a clear linkage for the development team between what they do and  what customers are expected to value.

I welcome your comments on my blog. If you have specific questions, please feel free to contact me at ferhan.bulca@intrascope.ca.

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