1、The product management paradoxShed the schedule,obsess over valueIBM Institute for Business Value|Research BriefThe product management paradox1IntroductionThe repercussions are enormous:researchers expect that 40%of total revenue for largest 2,000 organizations globally will be generated by digital

2、products,services,and experiences by 2026.4 In other research,81%of respondents strongly agree that a robust digital product experience positively impacts business growth.5Given the growing importance of digital products,we surveyed 300 US organizations to understand their approaches to digital prod

3、uct development.Two groups emergedProject Planners and Value Champions.Surprisingly,both enjoy positive business resultsin the short term.But Value Champions are notably better positioned for long-term success(see Figure 1).Many companies are becoming software companies,creating new digital products

4、 to serve their customers and partners better.1 The savviest executives understand that employees and customers expect a great digital experience with every product and service.2 From manufacturing furniture to filling prescriptions,50%of companiesand 70%of top performersnow use software application

5、s they developed internally to differentiate themselves from their competition.3FIGURE 1Value Champions versus Project Planners:Both groups perform highly,but only one is positioned for lasting successNote:Data is self-reported by respondents.Value ChampionsProject Planners18%fasterWeeks to target R

6、OI14%more223%more44%moreROI growth in 3 yearsOutperform in customer satisfactionOutperform in cost savings33%29%84%26%79%55%3239The product management paradox2Both groups are enjoying short-term gains,suggesting that they are taking a successful approach to product development.But we see clear diffe