A Question of Credibility
In a recent study, the Accept Corporation and the Association for International Product Marketing and Management (AIPMM) found that more than 60 percent of executives say they struggle making kill/go decisions. For some reason, there is a tendency to continue projects and activities even when most people involved realize it’s not an optimal use of their time. Organizations generate a cultural momentum that, like a battleship, won’t turn easily or quickly even when the product team is aware of the issues. What causes this culture to develop? Are poorly aligned project incentives causing a proliferation of this behavior?
Let’s look at some additional data to help shed light on this issue. In another recent study, The Study of Product Team Performance, 2012,  Actuation Consulting and Enterprise Agility found that:
- Only 33%of product teams have daily priorities that are “strongly aligned” with the organization’s business strategies
- Only 12% of respondents report on time, on scope, on budget performance
- Only 28% of respondents report “hit or miss” or “miss more than we hit” performance
This study also discovered that critical gaps exist in many organizations. These organizations lacked elements such as a multi-year product strategy and product portfolio management.
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