Conceptualization Through Implementation
Developing new product offerings can be challenging for a variety of reasons.
For different organizations, these challenges will be related to their circumstance – lack of the right skill sets, lack of sufficient external perspectives, and organizational biases around how to build and deploy products.
Oculus consultants have experienced and overcome these challenges during their careers and have successfully helped our clients to develop and deploy new product offerings.
When we have been brought in at the conceptualization stage it is often due to an inability for the organization to agree to the path forward due to dissention.
When we are asked to solve for this dynamic, we look to understand how and to what degree the new offering is supposed to advance the goals of the business and develop a set of guiding principles that defines success if a product construct satisfied each of these principles.
From there, gathering the various ideas within the organization and bringing Oculus’ external perspective allows each idea to be measured by the guiding principles and eliminated from consideration or kept and prioritized.
Definitions and designs
Once a product construct target has been identified it must now be defined and designed.
Definition is about the features it requires and designing is about how the product will be constructed.
Guiding principles for this stage are also a useful tool and these often will speak to what must be in place for appropriate product adoption which can talk to both the features of the product and how the design will impact the likelihood of consumption.
Using small, agile teams where Oculus is in a co-creation mode works best for more mature organizations and when broader product sets need to be designed this approach can be scaled.
Oculus is not a technology development organization, but we often play a role in the product development process.
When we do, it is about introducing alternative approaches to the build which utilize capabilities from outside the firm that can significantly reduce development timelines and costs without sacrificing competitive differentiation.
Finally, implementation can be a challenge for firms when organizational and market readiness are underestimated.
In this stage, Oculus is often engaged to assist in the go-to-market strategy, focused on messaging and training.
That said, the deployment strategy by channel or customer type is an area that we focus on with our clients product teams as well as establishing the metrics program that measures the effectiveness of the product in meeting the business’ objectives.
From conceptualization to implementation, Oculus has worked to help our clients successfully bring products to market that are impactful to their customers and their bottom lines.
See our case study
To further understand our Product Development services, please review our case study: “Cultural challenge: How to create consensus to drive strategy forward.”
For your future reference and convenience, you can also download it as a PDF.