Developing a product visiontype an introducing a strategy to achieve it
A process case study for Springer Nature Experiments
MY ROLE
PRODUCT MANAGER
INNOVATION MANAGER
UX PROGRAM LEAD
OVERVIEW
The evolving landscape of life-science R&D and Nature’s commitment to an open-access model was a threat to the current, subscription-based business model. There were many opportunities that lied beyond the current product and business offering. which needed to be tested for desirability, viability, and feasibility. The challenge lied in prioritising and validating the need in multiple opportunity spaces with limited resources.
APPROACH
Alongside Product director and managers focused on understanding the usage and fit of our product in the new market. Here are the basic steps involved -
Step 1. Identify and talk to the non-traditional users and understand the context of consumption (buying and using).
Step 2. Build the ecosystem map of the non-traditional market and detail out the opportunity spaces
Step 2. Assess multiple opportunity spaces
Step 3. Prioritize and plan to address the most important opportunity space. Create a visiontype for priortised use cases.
Step 4. Test multiple solutions
While the team was fine tuned for agility in
ECOSYSTEM MAP AND KEY USE CASES
Based on user research we identified new type of users, created personas, ecosystem map and laid down opportunity spaces as a team.
MEET OUR SENIORS
MY LEARNINGS
What I am proud of
I learnt to grasp different skillsets easily. From being a researcher and designer, I had to extend into the roles of a salesperson, product manager, negotiator, HR and team leader. I learnt to look at product development in a holistic perspective. I became resilient, self-motivated, adaptive and an initiator.
Created a team that was truly passionate for the senior space and believed in it. In a year’s time, the brand had become a part of the local senior community.
We were able to orchestrate testing of 15+ hypotheses in a lean and inexpensive way. We ran business model workshops, prioritised hypothesis to test > created prototypes and cost sheets > ran the prototype > grouped to discuss the impact.
Connected and partnered with product and service companies and senior clubs to uncover new business opportunities and accelerate reach to product-market fit.
Lessons learnt
Didn’t address the scalability issue with the business models we were testing and considering early on.
Failed to say "no" sooner to investor direction/ideas that were not positively contributing to our vision.