Product Thinking Newsletter - March
Image daylight savings time as a purchasable product…
Introducing DST! This eccentric time-altering marvel promises to toy with the very fabric of time, but the real question is – would it be a triumph or a flop?
DST would target a rather peculiar demographic. On one hand, it would have the overzealous productivity fanatics and late-afternoon sunlight worshippers singing its praises. On the other hand, it would send sleep enthusiasts and circadian rhythm defenders into a fit of frenzy as they grapple with this unwelcome wrench in their well-oiled routines.
Desirability would be as predictable as a coin toss. Proponents would revel in the extra daylight that fuels their post-work shenanigans, while others would lament the biannual clock meddling, which brings about groggy mornings and a collective cry for coffee IV drips.
Usability would prove to be quite the adventure. The catchy "spring forward" and "fall back" slogans might seem simple enough, but decoding the intricacies of DST would be more challenging than assembling IKEA furniture in a pitch-black room. The maze of time zones, regional preferences, and international eccentricities would leave even the most tenacious horologists scratching their heads.
Feasibility and viability would spark never-ending debates. While the original intent of DST might have been to conserve energy, its effects on sleep patterns, public safety, and cow-milking schedules would make even the most staunch supporters question its true purpose.
Much to the dismay of dogs wondering why their dinner time has suddenly changed, DST would take its place in the market as the ultimate time-tweaking tool, leaving both ardent fans and vocal opponents with something to rant about during those extended (or shortened) evenings.
Within a world teeming with innumerable gadgets and unending emerging innovations, DST would secure its status as a unique time-modifying creation, both enchanting and mystifying in equal parts. Whether admired or denounced, DST would undeniably incite a rich tapestry of humour and discussion, from late-night television banter to fodder for product-centric newsletters.
Speaking of newsletters, may I suggest grabbing a caffeinated beverage and a comfortable seat to enjoy this month's collection of product-centric content? Don’t worry, I promise; unlike DST, none of what is to follow will have you questioning your life choices or the wisdom of our ancestors.?
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But before that, it’s time for The Month in Tech History: March Edition
I hope everyone has a great month and remember, be kind.
What's inside the March edition?
The retail industry is swiftly transforming due to digital technology, e-commerce, and shifting consumer behaviors. With online shopping gaining momentum, retailers must adapt to remain relevant amid technological advancements. Increasingly connected and informed consumers demand innovation, pushing retailers to anticipate trends and invest in technology. New market entrants challenge traditional practices, requiring retailers to monitor emerging trends and technologies to identify opportunities and threats to their businesses.
Product management maturity is increasingly recognized, with resources like Gartner's models highlighting its importance. Mature product organizations (MPOs) integrate product management into their business strategy, enabling product leads to shape strategic decisions. MPOs are adaptable, responding to customer, market, and internal changes with agility. Although MPOs enjoy enhanced product quality, revenue, and customer outcomes, implementing mature product management practices can be challenging.
The traditional path to innovation is now outdated, requiring organizations to rethink and adapt to current demands. They must act faster, smarter, and safer while embracing ambitious goals. Innovation organizations, like product roadmaps, should be adaptable to evolving needs. Organizations need Innovation 2.0, a new mindset to de-risk decisions, employ cutting-edge technology, focus efforts, motivate teams, and lead the market.
Over the last few years, AI and machine learning (ML) have quickly transformed from specialist technologies with high barriers to entry into ubiquitous business tools. Today, consumers and organizations interact with both every day — whether it’s directly through communications with chatbots or indirectly as they act on the outputs of ML models. Use cases like process automation, customer service automation, and CX personalization aren’t just widely known and accepted — they’re table stakes for modern businesses. But most organizations are still just scratching the surface of what’s possible with ML.
Managing Partner / Chief Commercial Officer - EVE for Tesla
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