513: What product leaders need to know about making new product development work – with Jack Hsieh

Product Mastery Now for Product Managers, Leaders, and Innovators

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

• 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. How could you use PDMA’s portfolio management ideas to better manage your product mix?
2. Which parts of your development process might work better using the hybrid approach Jack describes?
3. What new market research methods could help your team understand customers better?
4. 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.