How to manage custom software design for B2E: A Successful Product VP’s Cheat Sheet. Part 1
Managing custom software design for the B2E (Business-to-Employee) segment requires a strategic approach that balances vision with execution, leverages existing strengths, and incorporates best practices. This is a first part of a cheat sheet, that lists obvious-after-you-fail insights to navigate the complexities of delivering effective and efficient software solutions that meet the high expectations of corporate users.
Execution is more important than vision
Every project begins with an idea. Once approved by senior executives like a steering committee, this idea sets the corporate wheels in motion. Typically, the approval is directional, and the idea remains vague. The number of stakeholders and the complexity of the project grow rapidly, often even before a Product VP, frequently an outside hire, is brought on board. Initially, the pressure is not specific, and the product development starts with codifying the vision through PowerPoint presentations and Confluence pages.While these preliminary steps are crucial, within about six months from the initial committee meeting, you should aim to have more than just vision and ambition definition decks. You should strive to have high-fidelity mockups and a clear implementation roadmap, owned by a dedicated team. Delaying resource acquisition until every detail is defined can lead to significant idle time due to bureaucratic red tape. Even if you manage to find the right professionals who are available immediately, the process of adding a new vendor to the list can jeopardize the project’s success.The key is to secure hands-on professionals from the start. This allows you to conduct strategy sessions with a close circle of trusted strategists risk free. With dedicated professionals on board, you can ensure that tangible progress is made while you refine your strategy.
Keep It Simple - A Table Is Your Best Friend
In large-scale projects, each product can significantly impact someone’s career, driving Product VPs to aim for results that exceed expectations. Without a clear understanding of the value your product will deliver, there's a temptation to focus on form over substance. However, form without substance is meaningless. Consider the movie Minority Report with Tom Cruise; while visually impressive, such complex designs take extensive time to create and implement. Avoid including such features in your MVP; instead, focus on delivering value incrementally.In most cases, starting with a table is the best approach. A table can offer a multidimensional perspective on any dataset and utilize well-known methods for analyzing and dissecting information. The time for impressive features will come later, once you’ve ensured your product meets deadlines and gathered enough resources and business process knowledge to exceed expectations.
Preserve What Works - Identify and Retain the Strengths of the Current Solution
Starting from scratch is often tempting for the product team. Similarly, the business team may not be heavily involved in product development, especially in the early stages, as they have their own responsibilities. As a result, later in the product life cycle, the product team will start reinventing the wheel. Business stakeholders frequently fear that updating working software will lead to a decline in functionality. This apprehension is partly due to a natural resistance to change, but also because improvements in one area can often result in new issues elsewhere.Avoid arrogance; the existing solution has been utilized by SMEs and has likely established routines and traditions within the working culture. Identify the core value within the current process and ensure it is preserved in any new implementation.
.jpg)
