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BUSINESS & STRATEGY ASSESSMENT

Identify Business & Strategy Skill Gaps in Your Organization

  • Is your product management team experiencing chaos in their processes?

  • Is your organization suffering through poor communication and lack of clarity around roles and responsibilities?

  • Or, are you at an inflection point where you are looking to develop your organizational strategy for the next chapter?

Develop your organization’s improvement plan

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In order to gain maximum value from your team, it is critical to gain clarity in the current state of your product organization’s roles, processes and capabilities.

Our Product Organization Assessments were created to help you gain these insights through crucial conversations around your processes and artifacts, roles and responsibilities, and a current state.

Leverage these insights to develop your organization’s improvement plan.

Product Organizational Assessments

These deep dive assessments include interactive working sessions.

Process Audit
Process Audit

Document your current practices for product management—from idea to market. Determine your major documents, handoffs and points of friction. Compare and align multiple views of the process.

Roles and Responsibilities
Roles and Responsibilities

Remove chaos with clearly defined roles and responsibilities—specifically in product management, product marketing, development, and marketing.

Current State Analysis
Current State Analysis

Gain insight into the current strengths and challenges of your product management and marketing organizations. Understand the gaps between current capabilities and future organization needs.

New Assessment

Assessment Name

Perform a self-assessment to identify areas of strength or chaos in your product team. When you submit this assessment, you will receive recommendations

Assessment
SECTION 1

Q1
Q1

Q2
Q2

Q3
Q3

Q4
Q4
SECTION 2

Q5
Q5

Q6
Q6

Q7
Q7

Q8
Q8
SECTION 3 TEAM

Q9
Q9

Q10
Q10

Q11
Q11

Q12
Q12
SECTION 4 TEAM

Q13
Q13

Q14
Q14

Q15
Q15

Q16
Q16

Please provide your information. We will email your results.

* required.

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When are you taking this assessment?

Your assessment has been submitted. Check your email for your results. If you don't receive an email, check your spam folder. Contact success@productgrowthleaders.com for assistance.

Did you respond to all statements and enter all required fields? Submit again after entering the required fields.

QA-HIDE WHEN LIVE

You have room to grow to build a strong foundation. Alignment and standards are keys to success. There are many areas where you can make significant gains. Ensuring that roles, responsibilities, and process are defined and documented is a good start.

Excellence is within reach. You've made a great start but there are still some areas where you can improve.

Congratulations! You have a great product team that is aligned with the needs of the market. Keep your eye on the long-term roadmap and continue to monitor your product successes.

S1

4

S1score

S2

4

S2score

S3

4

S3score

S4

4

S4score

SECTION
CALC
HIDE WHEN
LIVE

S2 description

Technology drives invention; problems drive innovation. Clayton Christiansen, in his book The Innovators Solution recommended an innovation process that begins with the problem to be solved (or, in his words, the job to be done). Customer interviews, observation, and market data lead to a deep understanding of new products to build and new markets to serve.

One of the secrets of product success is clarity of roles and responsibilities. Clear roles, a common language, and a common set of tools ensures alignment across your teams.

Consistency is evidence of professionalism. Using the same language, tools, and templates ensures that leadership and colleagues understand what is being presented and what it means.

Technology drives invention; problems drive innovation. Clayton Christiansen, in his book The Innovators Solution recommended an innovation process that begins with the problem to be solved (or, in his words, the job to be done). Customer interviews, observation, and market data lead to a deep understanding of new products to build and new markets to serve.

Continue to leverage customer interviews, observation, and market data for a deep understanding of new products to build and new markets to serve. Remember: Technology drives invention; problems drive innovation.

One of the most common failure scenarios is when product plans don’t truly address real market-wide problems. The key is to ensure that product teams deeply understand the market you serve, the problems you solve, and the business priority of the work. Be watchful that demands from a single prospect or client don't derail your roadmap.

Many teams have a process that is documented but rarely followed. In some cases, products get defined and created despite the process. If you’re not following your process, it’s time to create a new process.

A well-documented planning process ensures that product teams deeply understand the market you serve, the problems you solve, and the business priority of the work.

There is much to do! For many teams, product get released into the market without adequate tools such as competitive positioning and messaging, sales enablement tools, and a sales playbook.

Achieve product growth by empowering customer-facing teams during each step of the buyer’s journey. Keep tabs on product success with on-going market feedback and product metrics.

Achieve product growth by empowering customer-facing teams during each step of the buyer’s journey. Continue to keep tabs on product success with on-going market feedback and product metrics.

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