Secrecy

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I am going to argue that as a group, product development professionals have a bias toward excessive secrecy.

By nature, PD requires some degree of secrecy. It is obviously a poor idea to disclose all the details of your company’s strategy.
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Inventors by instinct keep their best ideas under wraps. After all, you are only as good as your last idea. I have had customers with cubicles within yards of one another working on projects with us, but they never share the information with their co-workers. There are also the dark cautionary tales about people who disclosed confidential information through carelessness or negligence.

Simply put — in most organizations you can get in trouble for sharing too much.

Here’s the dilemma: by definition, product development relies on an exchange of ideas. New products do not occur in a vacuum.

Of course, as practitioners we will never be criticized for excessive secrecy, but our organizations will pay the price over time through a failure to innovate.

I have seen very few ideas lost or stolen, but thousands that have failed because of poor execution.

This brings me to another of my favorite aphorisms: “Every time I think I see conspiracy, in the end all I find is ignorance or sloth.”

Just One More Feature – Please!

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Very often, when we are in the final stages of wrapping up a new product, we become so close to the task that we miss the big picture. The temptation to add one more feature or improvement is almost irresistible.

This can also have huge negative consequences.

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During World War II my father served in the Quartermasters Corps of the U. S. Army. His stories of the war tended to center around cocktail parties in Washington, but a few cautionary tales survived the rigor of wartime in the capital.

One was about the pitons used by the mountain troops. Apparently the piton manufacturer and the Army were quite proud of the work done behind enemy lines by troops using these pitons. They agreed to stamp “US” on each piton.

Tragically, the pitons began failing in the field. Eventually they discovered that the stamping compromised the piton.

Repeat after me – “Perfection is the enemy of good.”

Luck

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When Napoleon was asked what kind of general he preferred, he said, “Just give me a lucky general”.

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While I am not a big believer in luck per se, this blog makes many references to luck. It is understood that invention is all about the unexpected occurrence. Having the insight to recognize these events and to run and seize opportunity could be considered making your own luck.

In “The Black Swan” Taleb argues that the inventor in Manhattan has a huge advantage over the inventor living on a mountain top. The Manhattan inventor gets invited to cocktail parties. At cocktail parties he meets investors, and investors are what you need to be a successful inventor.

The One Best Way (Part 6): Cowboy Coding

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Software development is hard. Whether it is combining incredible levels of creativity and complexity, or talking about the high rates of failure – the debate about software design and development techniques has a lot of relevance to other disciplines.

We have already touched on the use of a grand design. This is sometimes referred to in software as “Waterfall Design”, as all parts of the product are supposed to flow together and work as one in the end.

At the other end of the spectrum is “Cowboy Coding” where the lone programmer is given freedom to do what seems right. There are “nicer” versions. For example, “Agile Programming” has the patina of an intellectual framework.

B. F. Skinner said, “A first principle not formally recognized by scientific methodologists: when you run into something interesting, drop everything else and study it.”

Just another Harvard trained cowboy.

The One Best Way (Part 5): Gates

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Are gates the best way to manage product development?

Establishing “gates” through which projects must pass if they are to be pursued is a common practice in product development organizations. I actually like “gating”, for it provides structure as well as an intellectual framework around the investment of scarce developmental resources. Naturally there are consultants with magical systems of gating. Google it.

One of my favorite gates was shown to me by my father.

Back in the 1970’s when I was in college, an acquaintance suggested that someone ought to put in-store product advertisements in shopping carts. The moment I heard the idea I was ready to run with it. I called my father for advice – for which he gave me these two chestnuts:

1. Don’t worry that it was not my idea to begin with. Most ideas die on the vine, and whoever commercializes an idea has the chance to succeed. He added (not without a trace of sarcasm) that in a couple of days I would believe the idea was mine anyway.

2. Was I the logical entity to run with this? There was nothing patentable or protectable about the idea. Any supermarket, ad agency, shopping cart manufacturer, etc. would eat me alive once the idea was put into practice.

Thirty years later, during a conversation with the VP of R&D at a major U.S. company, he stated that his program was based on gating, and the most important gate was whether his firm was the best positioned to pursue a particular development. Brilliant man.