Take control of your products: How to unleash your expertise to create dynamic growth
CompanyWeek (now US Manufacturing Report, by Sustainment)
Published and authorship evidenced; current live page carries a misattributed byline that should be corrected.
This piece asks how a product strategy should connect corporate direction, product-line expertise, customer needs, and the value proposition. Its product-business relevance remains direct: portfolio growth improves when enterprise strategy sets the boundaries and accountable product leaders translate those boundaries into market and investment choices.
This article separates the roles of executives and product experts in creating product strategy. The current management question is still critical: enterprise leaders should set company direction and resource boundaries while product leaders convert customer, market, technology, and competitive knowledge into coherent product-line strategy.
Product strategy | Decision rights | Product leadership
This article asks why product development deserves strategic attention and frames it as the mechanism for creating new customer value and sustaining company growth. Today, that makes product development more than an engineering activity: it is a capital-allocation and renewal system for the business.
Great Product Management Is About Process, Not Content
Product Design & Development
This article asks what product management is responsible for when strong functional experts already exist across the company. It positions product management as the cross-functional process that integrates strategy, market evidence, economics, and execution - closely aligned with today's need for clear product-business ownership.
If You Don't Control Your Products, You Aren't in Control of Your Company
Product Design & Development
This article asks who is truly in control of the company when product ownership is fragmented. Its relevance today is portfolio governance: when no one person can integrate product direction, economics, priorities, and decisions, functional optimization replaces product-business accountability.
Product Specification: If You Don't Have a Destination, No Route Will Get You There
Product Design & Development
This article treats the product specification as a business blueprint, not merely a technical requirements document. It connects customer and market evidence, commercial conditions, product goals, and company strategy so that development begins with a coherent definition of what success must mean.
Three Problems Caused by Diffusing Product Leadership
Design World
This article addresses the consequences of spreading product leadership across multiple functions without one accountable owner. The management question remains current: diffuse ownership fragments strategy, encourages local optimization, and slows decisions, while clear product leadership improves alignment and time-to-market.
This FierceCEO piece addresses how technically informed a CEO should be in a technology-dependent business. The product-business question is how executives learn enough to govern technical risk and strategic consequences without displacing the experts responsible for detailed technical decisions.
Investors want to see character, accomplishments before they will invest in CEO
FierceCEO
This FierceCEO piece addresses what investors look for in a chief executive beyond a title - character, judgment, and demonstrated accomplishment. The connection to product-business performance is governance and capital confidence: leaders earn strategic latitude when their decisions and results are credible.
This article challenges the assumption that meaningful rewards require accepting uncontrolled risk. For product and portfolio leaders, the practical question is how to structure decisions, evidence, experiments, and boundaries so the business can pursue upside while limiting the consequences of being wrong.
Product strategy | Risk | Growth
The Five Most Important Phases of the Product Lifecycle
Money Inc.
This article frames the product lifecycle as a sequence of management phases that require different decisions and priorities. Today, lifecycle discipline matters to portfolio performance because investment, growth, maintenance, harvest, replacement, and retirement decisions should change as the economics and market position of a product change.
