Comments on: Feasibility vs. Possibility. http://learntoduck.com/business/feasibility-possibility sometimes it takes getting punched in the face Sat, 20 Mar 2010 02:09:00 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: Feasibility vs. Possibility | Innovate Arkansas http://learntoduck.com/business/feasibility-possibility/comment-page-1#comment-7389 Feasibility vs. Possibility | Innovate Arkansas Mon, 17 Aug 2009 16:10:46 +0000 http://learntoduck.com/?p=888#comment-7389 [...] of Matt Price over at Capsearch, a little perspective on roles and making your small business work: What this has taught me is that if I were to build a company, I would look past the current [...] [...] of Matt Price over at Capsearch, a little perspective on roles and making your small business work: What this has taught me is that if I were to build a company, I would look past the current [...]

]]> By: brian http://learntoduck.com/business/feasibility-possibility/comment-page-1#comment-7383 brian Wed, 12 Aug 2009 19:43:18 +0000 http://learntoduck.com/?p=888#comment-7383 Micah, Thanks for this post.  I have been thinking about similar ideas related job functions lately as it relates to my job.  I have one of those jobs where no one seems to know what I do, including me.  Or better put no one can clearly state the role in simple clear terms.  It is helpful having a well state post like this one to help jell my thoughts.  Thanks. Brian Micah,

Thanks for this post.  I have been thinking about similar ideas related job functions lately as it relates to my job.  I have one of those jobs where no one seems to know what I do, including me.  Or better put no one can clearly state the role in simple clear terms.  It is helpful having a well state post like this one to help jell my thoughts.  Thanks. Brian

]]> By: Daniel Weiss http://learntoduck.com/business/feasibility-possibility/comment-page-1#comment-7382 Daniel Weiss Wed, 12 Aug 2009 04:39:23 +0000 http://learntoduck.com/?p=888#comment-7382 Grouchy product guy here. And to be fair to me, I asumed that the project was dead within the construct of what we had previously defined, and immediately went back to the drawing board to re-think it. But as much as it pains me to say it, I think Micah is right. Biz Dev should be pushing Product to the wall everyday with new challenges and new ways to use the product. I think it's equally important for the Product team to help focus the Business Development effort while championing the causes that make sense for the product itself, and subsequently the business. There is definitely a need for collaboration between both sides, and for each side to understand their differences and capitalize on the things they have in common (desire to drive the product and the business forward). I think that the feasibility vs. possibility argument could easily be expanded with "what is currenly feasible and what should be feasible, and what is possible, and should be possible. The Product manager can't be so locked into the product that they don't take into account potential improvement even when risky. At the same time, business development can't be blind to what is already in the product  and working. Grouchy product guy here. And to be fair to me, I asumed that the project was dead within the construct of what we had previously defined, and immediately went back to the drawing board to re-think it. But as much as it pains me to say it, I think Micah is right.

Biz Dev should be pushing Product to the wall everyday with new challenges and new ways to use the product. I think it’s equally important for the Product team to help focus the Business Development effort while championing the causes that make sense for the product itself, and subsequently the business. There is definitely a need for collaboration between both sides, and for each side to understand their differences and capitalize on the things they have in common (desire to drive the product and the business forward).

I think that the feasibility vs. possibility argument could easily be expanded with “what is currenly feasible and what should be feasible, and what is possible, and should be possible. The Product manager can’t be so locked into the product that they don’t take into account potential improvement even when risky. At the same time, business development can’t be blind to what is already in the product  and working.

]]> By: brian roy http://learntoduck.com/business/feasibility-possibility/comment-page-1#comment-7381 brian roy Wed, 12 Aug 2009 00:23:11 +0000 http://learntoduck.com/?p=888#comment-7381 I share this philosophy - but tend to phrase it in terms of managing risk or managing opportunity. Inevitably, as companies come to have a significant market share focus shifts from predominantly managing opportunity (how do we go get that) to managing risk (how do we avoid screwing up what we got). It isn't unhealthy - as long as the need for both perspectives is understood and the overarching goal is to attain the right balance for the company NOW. The only exception I'd take is that BD and Product Managment should be partners in disruption (or as you put it "living outside reality"). Engineering (product development) and operations have the job of focusing on what is possible and working together they make the right tradeoffs. Nice post. I share this philosophy – but tend to phrase it in terms of managing risk or managing opportunity. Inevitably, as companies come to have a significant market share focus shifts from predominantly managing opportunity (how do we go get that) to managing risk (how do we avoid screwing up what we got). It isn’t unhealthy – as long as the need for both perspectives is understood and the overarching goal is to attain the right balance for the company NOW.

The only exception I’d take is that BD and Product Managment should be partners in disruption (or as you put it “living outside reality”). Engineering (product development) and operations have the job of focusing on what is possible and working together they make the right tradeoffs.

Nice post.

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