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B2.2 Critical knowledge, skills and experience

Effectiveness in measurement | Mark Hurd, Chairman and CEO, HP | Transfer of risks | Contract risks | Operational risks | Reducing market risk through differentiation | Reducing market risk through consolidation | B1 Description of asset types | B1.4 Knowledge | B1.7 Applications |


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  4. ADDITIONAL SKILLS, EXPERIENCE & AWARDS
  5. Basic level of knowledge and skills
  6. Breadth of experience and range of expertise

Product Managers should have working knowledge of the market space s with regards to industry applications, business trends, technologies, competitive scenarios, regulations, supplier s and vendors. They also should have demonstrated sustained performance in previous assignments, sound business judgment, negotiating skills and people skills. They should have excellent communications skills and the ability to accept challenges and manage the positive and negative aspects of risks, and develop solutions on time and within cost objectives.

Product management draws from multiple disciplines, bodies of knowledge and communities of practice:

Education would generally include an advanced degree in Accounting, Finance, Marketing, Operations, Engineering, Information Systems or Computer Science, or equivalent experience.


Further information

References

1 Seely Brown, John and John, Hagel III 2005. Innovation Blowback: Disruptive Management Practices from Asia. The McKinsey Quarterly, No. 1.

2 Coase, Ronald 1937. The Nature of the Firm. Economica, Vol. 4, No. 16, November 1937, 386–405.

3 Bryson, J.R., Daniels, P.W. and Warf, B. 2004. Service Worlds: People, Organisations, Technologies. Routledge.

4 McNeillis, Paul 2005. ITNOW 2005 47(6): 14–15; British Computer Society. doi:10.1093/itnow/bwi114

5 Easton, G. and Jarrell, S. 1998. The effects of total quality management on corporate performance: An empirical investigation. Journal of Business, 71(2), 253–307.

6 Keating, Elizabeth et al. 1999. Overcoming the Improvement Paradox. European Management Journal, Vol. 17, No. 2, 120–134.

7 Magretta, Joan 2002. What Management Is: How it works and why it’s everyone’s business. The Free Press.

8 Lovelock, Christopher and Gummesson, Evert 2004. Whither Services Marketing? In Search of A New Paradigm and Fresh Perspectives. Journal of Service Research, 7 (August), 20–41.

9 Malone, T.W. et al. (eds) 2003. Organizing Business Knowledge: The MIT Process Handbook.

10 Moorecroft, John et al. 2002. Systems Perspective on Resources, Capabilities, and Management Processes. Elsevier Science.

11 Goold, Michael and Campbell, Andrew 2002. Designing Effective Organizations: How to create structured networks. Jossey-Bass.

12 Lidwell, W., Holden, K. and Butler, J. 2003. Universal Principles of Design. Rockport Publishers.

13 Sterman, John D. 2000. Business Dynamics. Systems Thinking and Modeling for a Complex World. McGraw-Hill.

14 Nagle, T.N. and Holden, R.K. 2002. Strategy and tactics of pricing: A guide to profitable decision-making. 3rd Edition. Prentice-Hall.

15 Milgrom, Paul and Roberts, John 1992. Economics, Organization and Management. Prentice-Hall.

16 Tapscott, Don et al. 2000. Digital Capital: Harnessing the Power of Business Webs. Harvard Business School Press.

17 Allee, Verna 2003. The Future of Knowledge: Increasing Prosperity through value networks. Butterworth-Heinemann.

18 Porter, Michael E. 1996. What is strategy? Harvard Business Review. November–December 1996.

19 Breene, T., Mulani, N.P., Nunes, P.F. 2005. Marks of distinction. Outlook Journal, No. 2.

20 Mintzberg, Henry 1994. The Rise and Fall of Strategic Planning. Basic Books.

21 Simons, Robert 1995. Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal. Harvard Business School Press, Boston, Massachusetts.

22 Gratton, Lynda and Ghoshal, Sumantra 2005. Beyond Best Practice. MIT Sloan Management Review. Spring 2005. Vol. 46, No. 3.

23 Ulwick, Anthony 2005. What Customers Want: Using Outcome-Driven Innovation to Create Breakthrough Products and Services. McGraw-Hill.

24 Amit, Raphael and Schoemaker, Paul 1993. Strategic assets and organizational rent. Strategic Management Journal, Vol. 14, 33–46.

25 Kim, W. Chan and Mauborgne, Renйe 2005. Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant. Harvard Business School Press.

26 Rummler, Geary 1995. Improving Performance: how to manage the white space on the organization chart. Jossey-Bass.

27 Luehrman, T.A. 1998. Strategy as a portfolio of real options. Harvard Business Review, Vol. 76, No. 5, 89–99.

28 Kano, N., Seraku, N., Tsuji, S. and Takahashi, F. 1984. Attractive quality and must-be quality. Hinshitsu (Quality, The Journal of Japanese Society for Quality Control), Vol. 14, No. 2, 39–48.

29 Aldrich, H. 1999. Organizations Evolving. Sage.

30 Williamson, O.E. and Winter, S.G. 1993. The Nature of the Firm: Origins, Evolution and Development. Oxford University Press.

31 Holmstrom, B. and Roberts, J. 1998. The Boundaries of the Firm Revisited. Journal of Economic Perspectives. Vol. 12, 73–94.

32 Camazine, S. et al. 2001. Self-Organization in Biological Systems. Princeton University Press.

33 Greiner, Larry E. 1998 (orig. 1972). Evolution and revolution as organizations grow. Harvard Business Review, May–June 1998.

34 Van Maanen, J. and Schein, E.H. 1979. Toward a theory of organizational socialization. In: B. Staw (ed) Research in Organizational Behavior 1. JAI Press, Greenwich, 209–264.

35 Froehle, C. and Roth, A.V. 2004. New measurement scales for evaluating perceptions of the technology-mediated customer service experience. Journal of Operations Management, 22 (1), 1–21.

36 Rayport, J.F. and Jaworski, B.J. 2004. Best Face Forward. Harvard Business Review. December 2004.

37 Lev, B. 2001. Intangibles: Management, Measurement, and Reporting. The Brookings Institution.

38 Tax, S.S. and Brown, S.W. 1998. Recovering and Learning from Service Failure. Sloan Management Review, Fall, 75–88.

39 Repenning, Nelson P. and Sterman, John D. 2001a. Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement. California Management Review. Vol. 43, No. 4, Summer 2001.

40 Repenning, Nelson P. et al. 2001b. Past the Tipping Point: The Persistence of Firefighting in Product Development. California Management Review. Vol. 43, No. 4, Summer 2001.

41 NAE (National Academy of Engineering) 2003. The Impact of Academic Research on Industrial Performance. The National Academies Press.

42 Edmondson and Frei 2002. Transformation at the IRS. Harvard Business School.

43 OGC (Office of Government Commerce) 2007. Management of Risk: Guidance for Practitioners. The Stationery Office.

44 Argote 2000. Knowledge Transfer: A Basis for Competitive Advantage in Firms. Organizational Behaviour and Human Decision Processes. Vol. 82, No. 1, May, 150–169.

45 ITGI 2005. COBIT 4.0: Control Objectives, Management Guidelines, and Maturity Models. IT Governance Institute.


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