In B2B/B2G environments, creating a “technological product” — whether a physical product, service, system or integrated solution — and managing it throughout its lifecycle requires a wide range of competencies, from the initial idea to market withdrawal: R&D, product engineering, technical roadmaps, procurement, controlling, finance, services, sustainability, product marketing, and more.
These competencies are generally coordinated by a “product manager” around whom a flexible “product team” evolves depending on the product’s lifecycle stage.
Of course, each specialist within the product group must be properly trained in their specific area of expertise. However, there is another critical training challenge: enabling these specialists to work effectively together and aligning them around a shared objective — making the product succeed in its market.
This alignment does not happen naturally, since each specialist, in good faith, carries a valid but partial perspective on what drives product success.
A classic example is the tension between technical and marketing viewpoints: the technical expert often believes product success depends primarily on innovation and performance, while the marketing specialist focuses on value perception, pricing acceptability, and time-to-market.
Aligning Expertise Around a Common Objective
So how can a training program be designed to align perspectives that are sometimes fundamentally different?
Based on years of practical experience, a training program designed for this purpose should be structured around the following principles:
- The program must address not only product managers but all members of the product team.
- It must introduce the fundamental principles of strategy and marketing to align teams around what truly drives product success or failure.
- It should present the organization and governance of product policy within the company, including testimonials from relevant managers. Each participant must understand the objectives and constraints of other product team members and leadership.
- It must clarify internal product processes: company rules, what is expected in a product plan or business case, internal stage gates, required inputs, and expected outputs at each transition point.
- It should require each participant to develop and present a personal action plan focused on their individual contribution to the collective success of a specific product.
Training Formats and Participant Benefits
Such a training program can be designed as several thematic modules of 2–3 hours each, delivered in person or remotely, optionally including opening and closing sessions onsite, followed by evaluation.
It may also target specific sub-groups, such as those responsible for launching new products versus those managing existing products.
Participant evaluation can be conducted by an internal jury based on session participation, a knowledge quiz, and the quality of the personal action plan.
Based on years of feedback from numerous participants, this type of training is consistently perceived as valuable by both experienced professionals and new entrants. It enables them to:
- Acquire fundamental concepts they may not have learned during their studies
- Better understand their company, product team dynamics, and expectations
- Benefit from the experience of more senior colleagues and managers
- Ultimately contribute more effectively to the collective effort of product success
