Tips for managing global innovation projects
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TLDR

In this episode of Product Mastery Now, I speak with Jack Hsieh about successful product development strategies. Jack brings 20 years of experience managing innovation projects at companies like Sony Ericsson and Logitech. He shares practical insights from the Product Development and Management Association (PDMA) framework and explains how product managers can use these principles to improve their product development process. Through real examples from his work in consumer electronics and aerospace industries, Jack shows how PDMA’s body of knowledge helps create successful products while avoiding common pitfalls in portfolio management.

Key topics discussed:

• 
  
• Innovation requires both strategy and execution
  
• Market research remains fundamental
  
• Process choice should match organization culture
  
• Portfolio decisions need global perspective
  
• Technical expertise matters in leadership
  

Introduction

While recording this episode at the PDMA Inspire Innovation Conference, I had the opportunity to talk with Jack Hsieh about product development evolution. PDMA has been supporting product professionals since 1976, making it the oldest organization dedicated to product management. Jack explains how PDMA’s comprehensive knowledge base helps companies innovate effectively across different industries and cultures.

Understanding New Product Development

Jack breaks down new product development (NPD) into clear components that every product manager should understand:

• 
  
• Turning ideas into products and services that customers will buy
  
• Finding market opportunities that create value for organizations
  
• Making existing products better through strategic improvements
  
• Creating new value for established markets
  

The PDMA Body of Knowledge Framework
1. Strategic Alignment

Jack describes how product development needs alignment at multiple levels:

Strategy Level
What It Means
Why It Matters

Corporate Strategy
Company’s overall direction
Guides all product decisions

Business Unit Strategy
Market-specific plans
Focuses resources effectively

Innovation Strategy
Product development priorities
Directs innovation efforts

Capability Strategy
Resource planning
Ensures successful execution

2. Portfolio Management

During our conversation, Jack shares valuable insights from managing product portfolios at Sony Ericsson. He explains how the company handled three distinct product lines:

• 
  
• Smartphones
  
• High-end feature phones
  
• Low-end feature phones
  

This experience taught him important lessons about resource allocation. For example, his business unit needed to coordinate holidays across three regions: Sweden, Taiwan, and Japan. The overlapping work schedule only provided 190 days per year for full team collaboration, making resource planning especially important.

Jack uses Boeing and Airbus as examples to illustrate key portfolio management principles:

Portfolio Decision
Impact
Lesson Learned

Boeing’s 737 platform extension
Technical challenges with aging platform
Need for balanced technical and business leadership

Resource allocation across product lines
Product cannibalization between categories
Importance of global portfolio optimization

Technical vs. business leadership
Impact on long-term product decisions
Value of technical expertise in leadership

3. Process Management

Organizations need different development processes based on their specific needs. Jack explains several approaches:

Integrated Product Development (IPD)

• 
  
• Works well for complex products
  
• Requires strong cross-functional coordination
  
• Popular in companies like Huawei
  

Agile Development

• 
  
• Suited for rapid market feedback
  
• Enables quick product iterations
  
• Best for software and digital products
  

Waterfall Method

• 
  
• Effective for well-defined requirements
  
• Provides clear project structure
  
• Works in regulated industries
  

Hybrid Approaches

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• Combines planning from Waterfall
  
• Uses Agile for execution
  
• Balances structure and flexibility
  

4. Tools and Techniques

Jack mentions that he has personally used more than 70% of the tools in PDMA’s Body of Knowledge. These tools span different product development stages:

Development Stage
Tools Used
Purpose

Concept Development
Design thinking methods
Generate and evaluate ideas

Product Testing
Alpha and beta testing
Validate product concepts

Manufacturing
Pilot production models
Verify production capability

5. Market Research

Jack emphasizes that market research remains the most important skill for product managers. Modern approaches include:

Advanced Research Technologies

• 
  
• Eye tracking for user experience studies
  
• AI-powered customer insight analysis
  
• Predictive analytics for market trends
  
• Sensory analysis techniques
  

6. Culture and Organization

Organizational culture significantly affects product development success. Jack shares team structures that work:

• 
  
• Cross-functional collaboration
  
• Clear role definitions
  
• Balanced technical and business input
  

7. Product Lifecycle Management

Jack shares a personal story about understanding market adoption patterns. When he started his consulting business, he initially focused on multinational companies in Taiwan, thinking his experience with foreign companies would be an advantage. Despite getting over 50 inquiries in his first year, he secured no deals. Reading Crossing the Chasm helped him understand why – these companies were early majority adopters, not early adopters, making them hesitant to work with a new consulting firm.

Real-World Applications
The Logitech Left-Handed Mouse Project
Left-handed boy using computer and mouse

Jack shares an interesting case study from his time at Logitech. The project, named “Sicily Left,” aimed to create a mouse specifically for left-handed users. Key insights include:

• 
  
• Market opportunity analysis:
  
  • 
    
  • Left-handed users represent 10% of population
    
  • Right-handed users could use the mouse with their left hand while writing
    
  
  
  
• Technical challenges:
  
  • 
    
  • 30% of internal components needed redesign
    
  • Simple mirroring wasn’t possible
    
  • Full testing required for new design
    
  
  
  
• Product outcomes:
  
  • 
    
  • Successful project execution
    
  • Six-year product lifespan
    
  • Lower than expected sales volume
    
  
  
  

Jack learned that the wrong business case for a project leads to a sub-optimal result.

Sony Ericsson Portfolio Management

Jack’s experience managing mobile phone portfolios provides valuable lessons:

Challenge
Solution
Outcome

Resource allocation across regions
Cross-cultural negotiation
Balanced compromise on project numbers

Product line overlap
Price point coordination
Reduced internal competition

Global team coordination
Holiday schedule planning
Improved workflow management

Project Management vs. Product Management

During our discussion, Jack helps clarify the important differences between project and product management:

Aspect
Project Management
Product Management

Timeline Focus
Specific project duration
Full product lifecycle

Success Metrics
On-time, on-budget delivery
Market success, customer satisfaction

Scope
Defined project requirements
Evolving product strategy

Conclusion

In this episode, Jack demonstrates how PDMA’s framework guides successful product development. His experiences at global companies like Sony Ericsson and Logitech show how these principles help product managers handle complex challenges. Whether you’re managing consumer electronics, aerospace products, or software, these insights can help you create better products and advance your career in product management.

Useful links:

• 
  
• Learn more about Jack’s consultancy, Maestro
  
• Learn more about PDMA
  

Innovation Quote

“Innovation takes dedication, but the choice is more important than the dedication.” – Jack Hsieh

Application Questions

1. 
   
2. How could you use PDMA’s portfolio management ideas to better manage your product mix?
   
3. Which parts of your development process might work better using the hybrid approach Jack describes?
   
4. What new market research methods could help your team understand customers better?
   
5. How could you improve the way project and product managers work together in your organization?
   

Bio

Jack Hsieh has 20 years of experience in planning, executing, managing, and consulting on innovation projects across the world. Jack is the President at Maestro Project Management Consultants, which helps clients with innovation management, new product development, and project management. Previously, at Sony Ericsson, he led a cross-functional international team to develop handheld devices that served millions of users worldwide.

Thanks!

Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.