 #productmanagement Let me know what you think!
DM me @philippemora on IG and Twitter My name's phil mora and I blog about the things I love fitness, hacking work, tech and anything holistic.
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 The pandemic of 2020 has leapfrogged the restaurant industry 10 years in the future in less than a year. With this extreme reshaping restaurateurs need to probably completely change how they run their businesses and adapt to rapidly changing consumer demand and behavior. One of the good questions to have is how to meet the rise in delivery demand. Everything from internal POS systems, marketing strategies, and common business practices are all very rapidly evolving. For example, estimates are that up to 60% of U.S. consumers are ordering delivery or takeout at least once a week. The result is that on top of potentially shifting to ghost kitchens, restaurateurs need to reevaluate how they approach their delivery game. It’s a new world out there is upon us and now is the time for an entirely new restaurant experience. My high-level thoughts about food trends that the pandemic accelerated 1. Industry-Wide Shift to Delivery-Only Restaurants are definitely shifting to delivery as demand continues to rise. A few ideas come to mind, such as the need to implement new systems and processes to make room for fulfilling online orders; or the need for ample restaurant kitchen space for preparing and fulfilling online order; ensuring a seamless experience for drivers and customers. But the most important: planning for more online orders helps classic restaurants prepare for the shift to delivery-only: re-evaluating the menu, for example, are there items that don’t travel well or package well, in other words making room for the menu items that make the most sense for a delivery-focused world. 2. Technology-First Online differentiation is a must when most orders are made from an app. We’re really post yelp here. So restaurants need to know tech real well, understand all delivery trends, be able to position their brand online and on delivery marketplaces well – leverage Doordash, Uber Eats and GrubHub, to maximize your reach and convert them into new and repeat clients. 3. Off-Premise World It’s really clear to me that off-premise food businesses will continue to thrive. Consumers are relying more and more on online food delivery and it’s becoming a new normal to have a wide variety of options available on delivery apps. Although some customers may begin to return to dine-in once protective measures have been lifted, the convenience of online delivery will remain a staple in customers’ lives. Delivery will be treated as a separate business given that people all over have realized just how convenient and safe delivery really is. 4. Less Restaurant Space With the shift to an off-premise world comes less of a need for a large restaurant space for dine-in customers. For example, quick service restaurants and fast-casual chains have even started designing new restaurant layouts that are leaner and more focused on pick-up and curbside-to-go options versus traditional on-premise dining. With less real estate space needed to meet delivery demand, I think ghost kitchens will be rising in popularity as they come with the perfect turnkey solution for online delivery. 5. Ghost Kitchens Ghost kitchens allow restaurateurs to expand their reach through each food delivery app. They’re strategically located where the most online food orders are taking place. And since they’re not focused on high foot traffic, that means the real estate is less expensive too. With the rise in delivery demand, the shift to a delivery-first model might become vital to stay ahead, and very soon, restauranteurs will be using ghost kitchens to create seamless delivery systems that leave customers at home happy and realy loving the food. 6. More Digital Marketing, Less Traditional In a pre-covid world, restaurants have to heavily rely on foot and as a result focused more on traditional marketing to reach your customers (think yelp?) but as of now, digital marketing is in, restaurants need a strong digital presence and soon, without a physical storefront, entirely shift focus to digital storefronts. But here’s the really good news: shifting to a digital marketing focus helps reach customers where they already are, and it’s way more easy to leverage key insights into customer behavior and data, meanwhile with more online customers, the demand for off-premise dining will continue to expand in the year to come. Let me know what you think!
DM me @philippemora on IG and Twitter My name's phil mora and I blog about the things I love fitness, hacking work, tech and anything holistic.  I have been in product management for half my career and today, product management is a function that is found in almost all companies. Product team members are today involved in all aspects in the product lifecycle and are considered, (and rightly so) as the CEOs (and COOs) of the product. But it wasn’t always like that. Product Management is actually a very young function compared to more traditional roles. So where did the field come from? Let’s explore how product management was born. Product 1.0: “Brand Men” Since the industrial revolution, it’s arguable that product management has existed for as long as there have been products to manage. But it was never a formal role until the 1930s when Neil McElroy at Procter and Gamble wrote a 800-word memo in which he described a new role he called “Brand Men”. As outlined in the memo, the “Brand Men” would hold responsibility for the brand. They’d oversee the management of the product, including its marketing and sales. If the product’s branding was weak, it was the duty of Brand Men to research why and devise a strategy for improvement. This is historically the first example of a brand-vertical organizational structure: every branded product from a company could have a dedicated budget and team behind it, and so a fair shot at market success. That year, McElroy hired the first two product managers in history. Product 2.0: Hewlett Packard Following his memo and his success, McElroy went on to do some advisory work at Stanford University and this is where he met and inspired Bill Hewlett and David Packard – who would go on to further the evolution of product management. Indeed, Hewlett and Packard interpreted the evolution of “Brand Men” as putting decision-making power as close to the hands of customers as possible. The customer-centric approach was born and it became known as “The Hewlett-Packard Way”: Brand Men, aka Product Managers, would act as the vessel for the voice of the customer. They would inform the development of the product based on customers’ needs and desires. Toyota Everyone knows Toyota invented Kanban, which is today adapted to agile software development methodologies and super popular in high tech. But do you know how this went by? At the end of World War II, companies in Japan were suffering from drastic cash flow issues. These issues pushed a few innovator companies to develop “Just In Time” production and manufacturing. One of those companies, Toyota, formalized this lean manufacturing trend and invented the “Toyota Production System” – a system combining waste reduction in production processes with two essential values:
Both kaizen and genchi genbutsu are now major components of Kanban product management. And back home in the U.S., Hewlett Packard heard of these Japanese lean manufacturing practices and in turn incorporated them into their product management system. Product 3.0: the tech industry Until the advent of the tech industry in the 60s and 70s in Silicon Valley, product management remained predominantly a marketing capacity focusing on brand and a customer-centric approach. But with lean manufacturing and the emergence of the semiconductor industry in the 70s in California, product management spread past marketing and into development. As the industry matured and shifted away from semiconductors into software in particular, a separation between development and marketing efforts proved problematic and product management expanded to fill the gap. It combined the understanding of the market, brand and customer with the development of the product. As a result, product managers could ensure that the values of a product aligned with the values of the customer. Today Ultimately, it’s been the advent of product management as a role in the tech industry and especially software over the past 12 years that made the field what it is today – the management of a product from its inception until the end of its life. Today, product managers follow the values of kaizen and gentsuba, using data to optimize the product to achieve business goals. The must understand and know the voice of the customer inside out as much as the limitations and abilities of their developers. Product Managers are the ones that look after the product from start to finish. They understand that developers need time to code. They make decisions about what features should and shouldn’t make it into the product — from a place of understanding the customer needs. And they collaborate with marketing, sales and customer service, and shape the overall user experience of the product. Ultimately, it was this uptake of product management as a role in the tech industry that made the field what it is today. That is, a field that involves governing a product from its inception until the end of its life. Today’s product managers follow the values of kaizen and genchi gentsuba. Their goal is to optimise a product to achieve business goals. They must understand the voice of the customer, as much as the restrictions and abilities of their developers. In other words, the product manager is the one that looks after the product from start to finish. They understand that developers need time to code. They make decisions about what features should and shouldn’t make it into the product — from a place of understanding the customer needs. And they collaborate with marketing, sales and customer service, and shape the overall user experience of that one product. Let me know what you think!
DM me @philippemora on IG and Twitter My name's phil mora and I blog about the things I love: fitness, hacking work, tech and anything holistic. Head of Digital Product thinker, doer, designer, coder, leader  We have been virtual for almost a year and a half right now and lately I have been reflecting that we are testing the limits of remote work. In my own environment I am now seeing clear trends of what I would call very potent “digital cabals” that is completely unaddressed and misunderstood by HR – remember teams went virtual overnight last year and there has been zero training on fully digital communications at any level. Team members have been left to “figure it out”. I found a really great article on HBR that I am reproducing below that offers a great perspective on where this is going. Across jobs, companies, and industries, people’s success has always depended not just on what they produce or deliver, but also on their ability to navigate the murky waters of office politics. A great deal of scientific research has explored the hidden potent forces underlying the formal and informal power dynamics in any group or organization, unsurprisingly highlighting the pervasive and sometimes toxic nature of office politics. But what happens to office politics when you remove the office? Although virtual work has existed for some time now, the pandemic has dramatically changed the context of work by fully removing the office, eliminating interpersonal contact and physical human interaction — and with it, opportunities to engage in tactics of manipulation or impression management. As one of our clients recently lamented: “Without the office, how can I pretend to work?” Many people have by now recovered a certain degree of normalcy by returning to the office, albeit less often, and without as many colleagues around. In fact, for a large proportion of the industrialized workforce, the big bulk of work continues to be done from home, with most work interactions confined to Zoom, Microsoft Teams, etc. What does this all mean for office politics? Do the old norms and rules still apply? Can we expect a reduction in bias and nepotism, and an increase in meritocratic talent management practices? Is technology sanitizing the dark side of human behavior at work, forcing us to focus on our actual job performance, reducing the impact of informal networks and soft power at work? Even without the office, it’s naïve to expect office politics to disappear, much like a company’s culture isn’t erased just because people are working from home. In our view, there are three key opportunities that professionals can seize during this transition to office-less work politics: The opportunity to reset relationships. First, the shift to remote work has profoundly upended the patterns of how we interact at work, and this represents an opportunity to reset your relationships with your boss and colleagues. If you’ve been less than successful in the past at office politics, this is a moment to reflect on how you can turn the situation around. Start by considering whether your boss had reason — justified or not — to question your ability to deliver on assignments as promised. The shift to virtual work is your chance to lay out expectations for both performance and communication channels. If you’re crystal clear about how frequently she would like you to communicate with her, and in what way, it gives you the opportunity to over deliver and ensure that she never has to question whether you’re working on the right things, or whether they’ll be done in a timely fashion. Then, consider the social side of office politics. It’s possible that others invested more time and energy in building personal relationships with colleagues, while you held yourself at a remove. The pandemic provides a natural opportunity to engage more deeply — whether or not you’ve done so in the past. Try suggesting catch-up calls or genuinely inquiring about others’ well-being. The opportunity for substance to prevail. At one time or another, almost all of us have had an irritating coworker who is “all hat and no cattle,” touting their (minimal) accomplishments and charming their way into undeserved promotions. That form of office politics is almost universally reviled — and thankfully, it’s much harder for braggarts and showboats to prevail in a virtual environment. They don’t have easy access to interstitial moments — in the breakroom or walking out to the parking lot after work — to press their agendas. And in a world where every extra minute on a Zoom meeting feels like a lifetime, their bloviating and chest-thumping can be seen for the waste of time that it is. A virtual work environment offers much more of an opportunity to be judged on the output of your work, rather than your messaging around it. In some cases, the shift to virtual may even help limit unconscious biases. Automattic, the company behind WordPress, actually hires job candidates via chat; new employees often have never spoken to someone live before they start the job. “We’re always looking at what we can do to make it as much about the work,” company founder Matt Mullenweg told The New York Times, “and not extraneous stuff, like how you’re dressed, how you showed up, how you sound, how you look, where you live. All those things ultimately don’t matter, particularly for an internet company. So, let’s just remove it from the process entirely.” The opportunity to diversify your networks. These days, many companies — if not most — are international. The discussion around working virtually often focuses on the fact that it’s harder to network with colleagues with whom you used to share an office, for the obvious reason that we tend to build deeper emotional and social connections with people who are physically closer to us. But working from remote locations also gives you an advantage: the opportunity to build relationships with colleagues and clients worldwide that you may have neglected otherwise. In that sense, virtual work is a great leveler, because it reduced our bias for working with those who are close to us, which, by extension, invites us to work with people who are not just physically distant, but also psychologically more diverse (culture and values travel together). So, this is a great opportunity to diversity your networks. You can do this by setting up one-on-one calls, or even engaging in small ways, such as sending an email to check in, or forwarding interesting articles. This becomes an important competitive advantage because so many professionals — because they haven’t consciously focused on it — tend to have remarkably homogeneous networks, filled with people who work at their same company or in their same office. You can make your network much more resilient, and ultimately more useful, by focusing on developing “bridging capital” — building heterogeneous connections with colleagues who are different from you — and connecting with colleagues in other parts of the world. To be sure, an office-less environment isn’t a panacea. Human nature hasn’t changed overnight, and back channel communication and power plays won’t simply evaporate. It’s also possible that, as the world slowly reopens and some professionals come back to the office, we run the risk of developing a “two-tiered” system of office politics, where the people who are able to be together in the office experience preferential treatment compared to those who are still working from home, even in the absence of actual performance differences between both groups. Those are legitimate concerns. But by following the strategies above, you’re far more likely to be “politically” successful during this liminal time as our conceptions of office life continue to shift. Let me know what you think!
DM me @philippemora on IG and Twitter My name's phil mora and I blog about the things I love: fitness, hacking work, tech and anything holistic. Head of Digital Product thinker, doer, designer, coder, leader |
i blog about the things I love: fitness, hacking work, tech, Experiences and anything holistic.
Phil Mora> Head of Digital Product at Nutrien Categories
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