Strategic communication is the purposeful use of communication in achieving the stated goals of the organisation. Specifically, Product Management, aligned with organisational goals, is central to conceptualising, strategizing, marketing and managing products across the lifecycle. But successful execution relies on the ability to secure executive buy-in, stakeholder alignment and resources. Equipped with customer and market insight and a competitive strategy, product managers need to communicate succinctly and compellingly.
Effective implementation of company/product strategy creates the potential to deliver value to the business but such implementation demands significant alignment. Through engagement with theory and practical frameworks, participants will learn to craft ‘pitches’, designed to convince colleagues, prospects, customers and external funders to support or mandate selected projects, processes or products.
Informed by theory, the module aims to provide participants with an in-depth understanding of a set of best practice tools and frameworks to formulate, present and execute product management strategy through the medium of live projects and pitches. Participants will be challenged by both the faculty and by their peers.
Introduction – the importance of Strategic Communication in Product Management
- The role of product manager in implementing product management strategies
- Understanding stakeholders to drive successful implementation
- Product management – a team sport, understanding the dynamics of team performance
Strategic Communication – Part 1, Formulate
- Problem formulation – a model to define the challenge
- Diagnosis and definition
- Exploring options to address
Strategic Communication – Part 2, Present
- Presentation dos/ don’ts
- SCRAP (McKinsey) presentation model
- Application of SCRAP model to make impactful presentations to influence key stakeholders
Strategic Communication – Part 3, Implement
- Key challenges for implementation of product management strategies
- ADKAR – a model for change
- Cialdini’s principles of persuasion
Case Study and Practice
- Product Management based case study
- Participants will Formulate, Present, and consider Implementation for their key product management challenge.
Selected participant presentations of work
The module is heavily weighted towards active learning through lectures, discussion and debate. Role-play and in-class presentations are also used. Learners have the opportunity to present to their peers and receive feedback.
Key tools:
Cleland’s circle model for stakeholder mapping
Hackman & Wageman Team performance essentials
Adkar model for change
Cialdini
Ebert’s impacts of software product management
| Module Content & Assessment | |
|---|---|
| Assessment Breakdown | % |
| Other Assessment(s) | 100 |