"Who do I innovate for?" A Product Manager's perspective!
summary
Product management spends more than half its time on innovation and the hard truth is 90% of incumbents fail when they enter new businesses. Case studies: Lego hits nearly $800M debt in 2003, then refocuses manufacturing and kills non‑core lines before launching LEGO Friends; a bank prioritizes English mobile UX for expats and wins adoption; a prototype that plays four videos simultaneously proves technically possible but fails usability; Philips improves Ambilight demos on shop floors to justify price premiums. Core rules: know your user, know your customer, know your business.
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chapters (30)
- 0:00Introduction
- 3:43Product Leaders
- 5:05Product Managers
- 5:52Outline
- 6:14About Shubham
- 7:37Innovation Challenge
- 8:23Lego
- 9:03Reinventing Lego
- 10:42How difficult is this
- 11:50Are you solving the right problems
- 12:26Different Innovative Ideas
- 15:19Crossfunctional Role
- 16:27Three Key Challenges
- 16:51Solution Framework
- 17:12Know your user
- 18:28Where to innovate for
- 20:59Story time
- 24:17Know your customer
- 25:41Spotify example
- 26:15Philips example
- 27:42Amazon example
- 30:22Knowing your user
- 30:37Knowing your business
- 31:31Dilemma about innovation
- 31:50Ambilight
- 33:10Immersive experience
- 34:17Profitability
- 35:58Summary
- 36:54Innovation for your context
- 37:28Outro
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