Organizational Development: Products & Relationships

Someone once asked me a question. If I had to reflect on strategy, providing some of my most loved (or most hated) products and services, or organizations I think are most vital to our future. Share my thoughts on strategy about what this organization can learn.  In what ways do they need to change?  How they should do it?  What I propose?

When I think of a product I think of how functional it is, then I ask several questions beginning with fundamentals and then relationships. First and foremost, it is truly important that organizations understand people. There is simply nothing less to it.  A thought may rest, and contemplate this as ‘elementary’ or even ‘irrational,’ to some, but the underlying rule–most are different due to sets of demographics, cultures, and market fit; this also includes emerging markets. HBR March 2015 issue discussed some major points in sustainable and innovative practices in emerging markets, and product development –  (characteristics: It seeks to alleviate social problems & opportunities in innovation.)

Mark a start beginning with community and the act of doing global goodness. This opens the door to product customization with much potential.

Wants and needs may vary infinitely so it is important to establish a structural narrative resembling the climate of our times. It is also important to understand there is no cut and paste method to each objective. Mark a start beginning with community and the act of doing global goodness. This opens the door to product customization with much potential.
Here are some questions: These allow value thinking towards *route of strategy processes
  • Is this a realistic product?
  • Look at price marks: who, including myself, can afford this? (are there better products? does competitor offer the same or better?)
  • How does this product align with current products on the market? can I use them interchangeably, can they support one another?
  • What are the organizations’ current CRM (customer relationship management) channels how supportive are they in B2C, and/or B2B?
        Today’s market considerations tend to be different, as we embark further into the technology and Artificial Intelligence age so security is a (greater) factor. This brings me back to all of the questions listed above–it is the organization’s responsibility for due diligence on specific products, which the consumer will ultimately place trust. Just recently, Google Inc., allegedly downloaded binaries to computers running Chrome, turning on mics and listened without consent. Then in 2014, the release of Google Glass was subpar. The reason to this happening? Google is not a transparent organization, and did not develop this product based on the needs of the consumer–but, rather ‘top down’ (which does not sit well on the ‘Maslow’s hierarchy’ of needs,) thus Google Glass failed. Besides the lack of transparency, Google, indeed is a mature multi-billion dollar company of huge success with exceptional talent and unlimited potential.
There is a lot of risk surrounded by being a disruptor, it also takes a lot of capital, and research & development to keep a flourishing cycle going.
One way, beta testing, or ‘user acceptance testing’ (UAT) is ensuring that this new process works in the best interest of the end-user–is a tried reliability, (of) variables which correlate to a ‘designed measured cause.’ The other, is (TAAR) test, analyze, adjust, and repeat. It’s a great way to come up with interesting Bayesian (probability) models, which will lead to
more developments angled at supporting the organizations mission.
I’ve learned throughout the positions of my career, as it was a process in both in public (gov’t.) and private. Trust is everything. There is no point in developing technical products that cannot intersect, transcend quality, within sustainable, and (startup) & corporate innovations.
I would recommend developing a holistic approach in model development: this would conjoin theory with practice, and serve to work fluidly, increasing specific metrics, i.e., *conversion rates* and generate a presence in cross-functional markets.

End goals: Sustainable relationships & Innovation
  • Return on Investment (ROI)
  • Products and Platform usage
  • Reputation & Quality
  • Research & Partnerships
  • Future & Implementation
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