All industries bring new products to market – whether they be new product categories, markets, segments, or industries. But not every company gets it right.
So, what is the difference between successes and failures when it comes to turning an existing business problem to shareholder dividend?
The then-Head of Human Interface Design at Apple, Paulien Strijland, once said to me a team can only do its best work if there is someone at the top who understands the value of design/customer experience and who is willing to make the tough decisions that are often required to ensure good design makes it out into the market.
Now, this is true whether you are using in-house consultants or an in-house team. But, in addition to top-down support, businesses must also understand the business problem and what the customer wants as well as ensure correct implementation and ongoing operations of the new solution.
This is often easier said than done. And there are several scenarios in which bringing in outside consultants can help drive more efficient and effective product development.
Here are a few tips for deciding if they apply to your business.
1. Be honest with yourself on evaluating skill gaps; and ask others to do the same throughout the development
There are lots of tasks in a product development. My strong belief about engaging is to first ask yourself one fundamental question: How often does anyone in my company do “task X” or deliver “outcome Y”?
If you have an economics department that produces 10 business cases a month, maybe you have that skillset nailed. But if you haven’t done a business case for a while or for such a product, or such a market or segment, then you are possibly going to fail in a key area. If you haven’t ever done any market research or engaged a good product design consultant, now is the time!
2. Establish a collegiate environment in your core team early on in your product development
You will be surprised how many times the best ideas for product development progress have come from the least engaged quarters – I’ve had lawyers come up with great IT solutions, or partners and suppliers come up with pieces of solutions no-one knew about. You will also find out where you need to supplement with consulting capability and it will help the team to on board any consultants.
3. When you inevitably decide to cut a corner in some established practice, first ask if you would benefit from using a consultant to avoid the corner being cut
Back in 2002, I developed a new product that polarised the national customer base into advocates or insulted absolutists. Customers either loved it and embraced the product, or they were insulted I even dared to offer it in the market. It highlighted that we had missed something very important. It was mostly rectified by having a security consultant write an independent white paper that became part of the standard sales collateral, however we all would have benefitted from having the consultant involved in development and launch.
4. Consult early and consult often
The mantra of fail fast and fail often is often welcomed. But we don’t need to fail to prove we are trying. What if you didn’t need to fail as often?
The great thing about consultants is once they have consulted you can release them. And you and others gain from their wisdom. There should be no loss of face in engaging as many as you believe could benefit a multi-year or multi-skill-area project, and for as short or as long as you need them to deliver an outcome. New digital platforms give you the kind of liquidity and richness of expertise that allows you to do this.
Rob Hellstrom is a Product Development Specialist and the Director of Frontline Communications. With significant experience in IT in Telecommunications, Banking & Private Equity, Rob has served in rewarding roles within global leaders in technology vendors and operators spanning Product Development and Management, Senior Sales Management, Business Development, Market Strategy and Research, Management Consulting and more.