Strategic Shifts Driving Product Innovation

Discussion with Michael Burdon

Michael Burdon, former Director of Marketing and Product Management at Collingwood Lighting, and Director at Beis Strategic, provides an in-depth look into his approach to product management, highlighting the importance of innovation, strategic decision-making, and collaboration. With extensive experience in product development and marketing, Burdon shares actionable strategies on fostering creativity, aligning stakeholder priorities, and steering products through various stages of development to meet both market demands and long-term company goals.

Identifying and Validating New Product Ideas

Burdon’s approach to identifying product ideas revolves around utilizing a broad network of contributors, both internally and externally. This includes not just product designers but also employees from various departments like customer service and logistics, whose insights can reveal unique perspectives. “Someone’s job title doesn’t necessarily restrict them from having a good idea”, says Burdon, emphasizing the value of inclusivity in the ideation process. Externally, Burdon maintains strong ties with suppliers and technology partners, which helps him keep an eye on emerging tech trends that can be incorporated into new product designs.

He also monitors competitor activities at a technical level, seeking inspiration from innovations in similar markets. However, for Burdon, customer feedback goes beyond asking what users want – it involves observing how customers interact with products in real-world settings. By watching how installers handle products, for example, Burdon can identify key pain points and then brainstorm solutions with his team. Once an idea takes shape, validation comes from assessing whether the sales team can sell the product within existing distribution channels or if new sales strategies are required. The critical question at this stage is: “What problems is this product solving, and how important are those problems to the user?”

Prioritizing Features: Balancing Cost, Complexity, and Market Needs

Feature prioritization in product development is a challenging balancing act, and Burdon’s strategy focuses on two key aspects: cost and complexity. “We assess how much a feature will cost to develop and whether customers are willing to pay for it”, he explains. Features that significantly increase production costs without delivering sufficient value can ultimately hurt the product’s marketability. Similarly, Burdon evaluates the complexity of engineering and manufacturing each feature. Features that are too difficult to produce at a scale or require excessive lead time may be deprioritized in favor of simpler solutions.

An additional layer of complexity comes in the form of marketing. “If it takes too long to explain why a feature is great, then it probably won’t resonate with customers”, says Burdon. Effective features must be easily communicated, making it immediately obvious why they are beneficial. Despite this structured approach, Burdon also relies on intuition at times, trusting his experience to decide which features are worth pursuing even if the data isn’t fully conclusive.

Measuring Product Success: From Pre-Launch to Post-Launch

In assessing the success of a product, Burdon employs a range of metrics before and after the product hits the market. Pre-launch, the focus is on staying within the planned timeline and budget, ensuring resources are used efficiently. Any delays or cost overruns can significantly impact on the product’s commercial viability. “The goal is to stay as close to the business case as possible”, he notes.

Once the product is launched, Burdon turns to commercial outcomes like sales performance, margins, and market share. He measures how well the product meets its original forecasts, continually assessing whether it opens new customer segments or increases market penetration. Beyond financial performance, he evaluates quality metrics such as return rates and failure rates, as well as marketing effectiveness. “Customer sentiment tells us not only how the product is received but also how it affects our brand image”, Burdon adds, emphasizing the importance of reputation in long-term product success.

Balancing Short-Term Adjustments with Long-Term Vision

In highly competitive markets, short-term product iterations are essential for maintaining market share, but they can easily overshadow long-term strategic objectives. Burdon acknowledges this tension: “Products that don’t improve in performance will lose market share quickly”, he says, especially in industries like lighting and electricals. However, focusing solely on short-term iterations can consume a product manager’s time, leaving little room for strategic planning.

To mitigate this, Burdon emphasizes the need for a streamlined process that makes short-term improvements as efficient as possible, allowing the team to focus on long-term vision. Regular reviews and strategy meetings with senior leadership are key to ensuring that long-term goals remain front and center. “Many companies set aside time each year to discuss roadmaps, but often these plans end up gathering dust”, he warns. Scheduling monthly or quarterly product steering committees helps keep everyone aligned with the long-term strategy, allowing for proactive decision-making.

Pivoting in Product Development: Learning from Market Changes

During his time developing a downlight for the French market, Burdon encountered a significant market shift that required a major pivot in his product’s development. While working on the project, a competitor introduced a modular downlight that rapidly gained market share. “We had to decide whether to stick to our plan or pivot to match the market’s new expectations”, he explains. After assessing the situation, Burdon’s team chose to pivot, even though it meant delaying the launch and sacrificing some of the work that had already been done.

This decision highlights Burdon’s market-driven approach to product development. “It’s better to adjust your strategy than to launch a product that’s already outdated”, he notes. By staying flexible and responsive to market conditions, his team was able to introduce a product that better met consumer needs, reinforcing the importance of adaptability in product management.

Aligning Cross-Functional Teams for Product Success

Successful product development depends on the collaboration of various departments, from engineering to marketing, and Burdon places a strong emphasis on alignment across teams. “We hold weekly product review meetings to ensure everyone is on the same page”, he explains. These brief, focused meetings help keep the project moving forward, with clear next steps and accountability for each team member. Additionally, project management tools like Smartsheet are used to track progress and ensure that everyone has visibility into the project’s status.

Burdon also uses the Responsible, Accountable, Consulted, and Informed (RACI) model to assign responsibility, accountability, consultation, and information roles for each stage of the product’s development. This structure ensures that everyone knows their role and how their work impacts the broader project, reducing bottlenecks and miscommunications. Stage-gate meetings and steering committees provide further oversight, ensuring that key decision-makers are involved at critical points in the development process.

Conclusion: Advice for C-Level Executives

Burdon’s advice to C-level executives is to foster accountability and take the product management process seriously. “People often work outside the process, especially when they’re more senior”, he warns. However, setting clear KPIs and incentivizing teams based on the quality and quantity of product launches can help maintain focus. Regular benchmarking against competitors is also critical for staying competitive.

For C-level leaders, oversight is crucial. “Executives need to know how well their product management processes are working and be willing to get involved”, Burdon concludes. With the right strategies and a commitment to collaboration, companies can significantly enhance their product management efforts and drive long-term success.