How can product innovators ensure they meet their deadlines?

I'm highlighting a few things that can help manage time and work efficiently. * Clear Scope and Goals * Create a Detailed Project Plan * Set Realistic Deadlines * Break the Product/ Project into Manageable Phases * Regularly Communicate and Collaborate * Monitor Progress * Risk Assessment and Mitigation * Prioritise and Focus * Manage Scope Creep * Test and Iterate * Flexibility * Learn from Past Projects * Have Contingency Plans

Failing to plan is planning to fail. Especially in innovation where things everything chaotic than anywhere else, you need to have guideline structure that enables you to perform to the best of your ability and this includes setting SMART targets that realistically within the time period specified. When I joined my last organization, I spent the first 30 days mapping standard innovation steps across different functions and how on average based on historical data does it take to finalize such task. Ofcourse this would be a guiding aspect but it enabled me and the team to have realistic timing planning when we embark on any new project Define your objectives Set realist is timings based on history Adapt and adjust Optimize your work

By doing "innovation" I think we should always accept a certain degree of uncertainty, so stick to agreed deadlines can be proven very difficult at times. Moreover, I believe that is extremely important to allow for the right time for innovation: it is very easy, in everyone's busy schedule, to fall victim of the "urgent/here and now" that could easily disrupt any innovation opportunity or effort. In this context I found that negotiating deadlines, accounting for some well-spent time to diverge before coming up with a solution, is really key to deliver an impactful and truly innovative product or concept while respecting an agreed and acceptable timeframe.

One thing I've found to be very helpful in increasing probability of success is to ensure that the product value proposition is a very clear north star for all on the team - yet pressure-tested at key points in the creation process with customers / users - and that it inspires an innovation narrative that is unique, memorable, brief and inspiring. This is never a list of features and benefits - but the story about the new possibilities the product gives to people that have it. Early in my career, I was part of the team that created & launched the original adidas Predator, and we spent uncountable hours with players testing / listening / modifying to understand where the magic was. That became the story - for our team and to the market.

If you are doing true innovation(not necessarily product evolution) I would first start with defining the value in terms of outcomes. Then capturing the unkowns/risks and prioritizing generation of learnings that would mitigate these based on the time and resources you have available. On the flip side you need to make sure you don’t over analyze and head toward creating a true MVP once you have reached an acceptable level of risk. The MVP is crucial as the first element of your product that can live in the wild on its own(it should provide some form of value that warrants its use), but really think of it as platform that enables faster generation of learning on the path to the full fledged product.

Prioritizing value is key. I lead teams by focusing on the 'critical path' to value delivery, often using a simple 'Value vs. Complexity' framework. We map features on a quadrant to identify high-value, low-complexity items—our MVP candidates. This ensures we address the core customer problem efficiently. The result? We deliver impactful solutions on time, sidestepping the allure of feature-creep that can derail timelines and dilute product effectiveness.

It's important to create an environment where team members feel comfortable sharing their ideas and concerns. This openness not only promotes a healthy work culture but also preemptively tackles potential issues that could cause delays.

Communication should be your superpower. And I mean both: 👀 Visual Communication ✍️ Written Communication 🗣️ Verbal Communication Follow those six principles to upgrade your comms X10: 1. Concise > Detailed 2. Story > Paragraph 3. Visual > Verbal or Written 4. Data arguments + Qualitative arguments (together!) 5. Optionality (always share more than one way) 6. Calm, cheery, and supportive > emotional and aggressive

Clear and frequent communication is crucial for meeting deadlines. Share goals, progress, and challenges transparently. Listen actively to others' input and align decisions accordingly to avoid misunderstandings and delays, fostering trust and collaboration.

The wisdom to automate and delegate is pivotal for scaling the innovation process. In my own practice, I constantly look for repetitive tasks that can be automated, saving valuable human creativity for where it matters most. Delegation requires a deep understanding of the team's strengths and weaknesses, allowing tasks to be assigned in a way that maximizes efficiency and effectiveness. Both practices are not just about working harder but working smarter.

Lead with trust, delegate, and empower. The number #1 mistake first-time leaders make is trying to act in the same way as they were used to while being an IC. It's a hard re-adjustment but a necessary one.

Automation and delegation are your best pals in e-commerce and payment solutions. They handle the routine while you tackle the innovation. Just remember, picking the right tool for the job is as crucial as choosing the right person for a task—get this combo wrong, and you're in a tangle of code and queries!

I think work life balance is really about that last word, balance, over boundaries. If you feel good about working later one night to get something done, you should feel free, and comfortable, to have a late start the next day. Have a long breakfast. Smile and enjoy the fluidity to be productive when it makes sense to but that you balance that out in a way that truly benefits you.

Work-life balance isn't just a buzzword; it's your secret weapon. With teams across time zones, 'always on' can quickly turn into 'always exhausted.' Setting a schedule that respects your downtime makes you more alert during your uptime. And remember, a fresh mind solves problems faster than one that's running on fumes!

Work-life balance is a personal choice. It's no one policy fits all thing. As a product leader, you must be mature enough to: 1. Understand what are your own boundaries. 2. Set your boundaries. 3. Claim your boundaries. 4. Help your PMs to follow Steps 1 to 3.

1. Define a precise scope and set achievable goals to define a clear roadmap 2. Develop a detailed project plan outlining tasks, milestones and ownerships 3. Form an elite team, each member contributing a distinct mix of skills, experience, and creativity 4. Divide your project into manageable phases, that enhances tracking 5. Promote regular, inclusive and transparent communication within the team, ensuring everyone is aligned 6. Implement a real-time monitoring system to track progress 7. Ensure the product's value proposition remains a clear guiding force 8. Prioritize tasks strategically, focusing on high-impact activities 9. Manage scope by staying true to the defined project scope 10. Test, Iterate, and innovate

Be passionate about the subject of your innovation BUT don’t let your opinion or belief or “truth” to take over. Often it is important to give up on what we thought our innovation should be and open up to see what innovation is actually needed. Where the value really is. 99% of the times, those 2 are very different!

Why aren’t we talking about developing a process to innovation. Meeting deadlines in product innovation is less about adhering to rigid timelines and more about embracing a process that allows for predictability and flexibility. Hard deadlines can lead to rushed products that may fail to meet user needs. Instead, product innovators should focus on establishing a clear innovation process that includes stages like JTBD. By setting milestone goals rather than fixed dates, teams can adapt to insights gathered from each phase, ensuring the final product is fully baked and market-ready.