You're aiming to expand your product engineering business. How can you assemble a team that propels growth?

O perfil ideal para profissionais que trabalham com engenharia de produto deve incluir uma combina??o de habilidades técnicas, competências interpessoais e características pessoais. Ao olhar para o prisma das características pessoais, acredito que deve se destacar: Criatividade e Inova??o: Capacidade de pensar fora da caixa e propor solu??es inovadoras para problemas complexos. Aten??o aos Detalhes: Precis?o e cuidado na execu??o de tarefas para garantir a qualidade do produto final. Proatividade: Iniciativa para identificar problemas e oportunidades de melhoria, agindo de forma antecipada. Resiliência: Capacidade de lidar com desafios e contratempos, mantendo a motiva??o e o foco nos objetivos.

A diverse talent with structured problem solving skills,understand metrics . Inclusivity and collaboration is a key element to build a successful team and hence business

I highly recommend that organizations aiming for rapid growth should prioritize hiring T-shaped professionals over filling very specific roles. T-shaped individuals bring a breadth of skills and the ability to collaborate across disciplines, which can significantly enhance innovation and agility.

Foremost, hiring for skills important but alone never enough, look for right attitude and cultural fitment and prefer diversity in background of candidates when hiring and building new team. The Org purpose and belief in shared goals must create pull incentive that should spontaneously drive individual to give his/her best. An intrapreneurial culture of experimentation, tolerance for genuine failures, continuously learning and improving adopting critical thinking and problem solving mindset will lay a solid foundation to success, both for immediate tactical wins and for long term big audacious goals pertaining to transformational and disruptive products

When expanding your product engineering business, align your hiring strategy with your growth phase and focus on innovation. Prioritize building an innovative culture, fostering team diversity, and securing patents. In hiring, emphasize entrepreneurial skills over academic credentials and source candidates from diverse backgrounds. Ensure job descriptions and interviews assess candidates' innovation potential and adaptability. Effective onboarding and continuous learning should support their integration and development. This streamlined approach will directly support your business's expansion and innovation goals.

The best way to learn is by doing. My management style focuses on encouraging team members to grow by offering them opportunities to step into their desired roles temporarily. This approach allows them to gain firsthand experience before fully transitioning into the new position. As a leader, I aim to set people up for success by clearly communicating my expectations and defining success criteria for their next role.

Key is to have learning and development strategy in place for skills enhancement and attracting talents. Flexibility in resource pool with succession plan is essential for sustainable business

Design work assignments that automatically result in skill development. A team member should always have one or two of the types (2, 3, 4) of tasks assigned to them as noted below. 1. Task within their known area of expertise and can be done without any need to upskill. 2. Part of the assignment is something the member has never done before and requires them to learn something new, dabble, experiment, and maybe innovate. This will create opportunities to think outside the box. 3. Support another team member in learning a new skill that this person is already advanced at. 4. Demarcate some bandwidth (10-15%) for developing a new skill and writing an article or creating reusable artifacts on it.

1. Assess the Skill Gaps 2. Develop a Skill Development Plan: 3. Leverage Internal Talent and Training: 4. Invest in External Training and Development: 5. Foster a Culture of Continuous Learning: 6. Leverage Collaboration and Knowledge Sharing: 7. Invest in Upskilling the Leadership Team: 8. Monitor and Iterate the Skill Development Plan: By implementing this comprehensive approach to skill development, you can build a highly capable and adaptable team that is well-equipped to support the growth of your product engineering business. The key is to adopt a strategic and continuous learning mindset, leveraging both internal and external resources to upskill your team and unlock their full potential.

Continuous skill development is essential for a product engineering team to remain competitive. Encouraging ongoing training through online courses, workshops, and conferences enhances technical capabilities and fosters a culture of innovation. This investment enables the team to swiftly adapt to emerging technologies and industry trends, ensuring they are well-prepared to tackle challenges and capitalize on new opportunities.

Team dynamics are vital for successful product engineering. Build a team that communicates effectively and collaborates well. Foster an environment where members feel comfortable sharing ideas and feedback. Regular team-building activities and open forums for discussion strengthen bonds and camaraderie. This cohesion enhances collaboration, streamlining the product development process and driving business growth.

Team dynamics is the key to expand your product engineering team. Team creates culture. Hire the team with mindset of innovation and continuous improvisation not only in the product, but also processes. Ideation and innovation is a continuous process where execution is in-built in the culture.

With a clear vision on short term and long term goals and tiered management system will help on deciding priorities with clear teaming . A culture of clear and transparent communication and collaboration will enable the teams to achieve the objectives

As much as a Product Manager is an individual contributor role with the products we own there is nothing individual about how we operate in our organization. We meet consistently throughout the week to white board, discuss roadblocks, and align best practices. Product Managers have a unique ability to shape how an organization functions as long as the product team avoids being siloed and moves in unity.

Cultivate the right environment. This is the key. Realize that every team member is primarily there for their own interest first. When the environment incentivizes their individual growth, justly recognizes and lauds their impactful contributions, and assures the safety of their jobs and importance, they will help build a team dynamics that will create a positive spiral of cohesive growth. If there is any sense of insecurity, team members will silo themselves, protect their knowledge, and the vibe will take a nose dive. Openly acknowledge that failures will happen. Discuss missteps candidly, but objectively, not to find who was at fault, but to glean the lessons and immediately implement corrective measures. Leadership should set this tone.

Agile management and methodology will help to ensure minimum viable product to align with the right stakeholders timely and efficient delivery

Every time someone says “because thats how it’s always been done” I always ask ‘why’. It doesn’t matter who or how talented the team is we put together if we invite them into a broken process. It affects our ability to pivot, to accelerate, and to accomplish. As our team moves to launches we consistently journey map both internal and external flows, mark broken windows and address the ones our partners have capacity to fix without slowing down our progress.

Processes, methodologies, and frameworks are essential. When a group of people come together to deliver a complex project, these form the platform to make sure all the moving parts are effectively coming together and progressing in the right direction. Start with lightweight processes and incrementally add what makes most sense for the team and project at hand. Don't get so tied down to a single methodology that the team gets mired in the overhead of chores that do not help them. Keep the basics to maintain good project hygiene. Be flexible with the nuances. Don't mandate every item to be checked off for every step when it is not needed. These are guidelines meant to help us. Avoid turning it into a regimen where the intent gets lost.

Assess Current Processes Establish Process Optimization Goals Assemble Cross-Functional Process Optimization Team Empower Process Optimization Team Leverage Process Improvement Methodologies Implement Process Optimization Initiatives Establish Monitoring & Feedback Mechanisms Foster a Culture of Continuous Process Improvement By following this approach, you can assemble dedicated & skilled process optimization team that will drive the necessary improvements to support the growth of your product engineering business during expansion phase. The focus on data-driven decision-making, cross-functional collaboration, culture of continuous improvement will help your organization become more agile, efficient, responsive to evolving market demands.

Agile methodologies offer an innovative way to work and organize workflows by breaking projects into manageable parts. This approach allows teams to adapt on the fly, complementing and resolving stages swiftly. By focusing on iterative progress and continuous feedback, Agile ensures that projects can quickly respond to changes and evolving requirements. This dynamic framework not only enhances efficiency but also promotes collaboration and problem-solving, making it ideal for today’s fast-paced and ever-changing project environments.

Small and incremental steps in innovation can help to create new opportunities. Appreciation and recognition will play an important role in building innovation culture

A best practice for driving innovation has been to have white boarding sessions each week. We take one end of year product goal or broken window for an individual or the team and we start with ‘if anything was possible, what does perfect look like?’ Then we work backwards within our capabilities. Often times things change or new systems become available before the end of a launch that can realize some of these original ‘dreams.’

Fostering a culture of innovation is probably one of the most cliche term and rarely gets done or done right. Innovation requires a mind that is willing to experiment, has the time to explore-build-throw away-analyze, and feels safe to report in a meeting "I tried this differently because I wanted to find a better way and I spent quite a bit of time on it but nothing came of it" without fear or penalty. Unfortunately, Business is driven by numbers, deliveries, timelines, and customer feedback. Those compulsions rarely allow for the fostering of the culture that can incubate true innovation. Establish an expectation that innovation can sometimes cause delays and even no results. And finally, very important, recognize and reward innovations.

this may be an unpopular opinion, but innovation needs a catalyst, and not just someone that says "think outside the box". You can give anyone the tools and freedom to explore, but if they don't have the passion or direction to find a better solution, what you're left with is people wondering "what do i do now?".

La cultura de Innovación y desarrollo deben angulares en cualquier empresa, diversificar los portafolios de productos o dar amplitud a las marcas y productos que ofrecemos al mercado. Uno de los errores más importantes es pensar que la innovación solo se enfoca en productos y servicios, estos tienen base interna en los procesos de la compa?ía dándose ahí en inicio de innovación en los procesos internos para crear eficiencia en los procesos subsecuentes.

Here’s a thought-provoking perspective: as product managers, it's crucial to strike a balance between following our roadmap and prioritising customer requests. While it's often believed that the customer's asks should be the top priority, some customer requests, especially in B2B, might be delaying tactics rather than genuine needs. The key is to blend intuition with market research and align with our roadmap. Instead of striving for an MVP (Minimum Viable Product), focus on creating a Minimum Desirable Product (MDP). This allows for quick iteration, reducing rework and saving resources, ultimately delivering products that exceed expectations. Cheers!

Maintaining customer centricity, developing a thorough understanding of customer journey and experience(good, bad, ugly) is a vital skill for building innovative products and solutions. Earlier path breaking innovations (think steam engine, assembly lines, computer, internet, smart phones etc.) were geared towards supply side, the ones today reinforced through design thinking concepts is all about demand side, that's keeping the end customer front and center. So yes, understanding needs, expectations and motivations of customers is foundational for value innovations, it's all about how you conceptualize, design, build and deploy products that set you apart from rest and creates an uncontested marketspace.

Build it without knowing what the customer wants to do and it will not be used. Stay ignorant of the customer journey and customers will avoid using even the most feature-rich products. The Product Manager should champion the customer focus and be the proxy voice of the customer to the team. But there is a careful nuance that distinguishes great from average Product Mgrs. Listen to the customer, hear what they want in the product, but don't just start building the 'want'. Delve deeper into the customer 'need'. What are they trying to do? What problem are they looking to solve? Then bring that knowledge to the team and devise the solution. The customer is the expert in the problem, but the team is the expert in the product. This is vital.