Archives for posts with tag: Learning

Childhood curiosity is a wonderful thing. That wild-eyed wonder as young children find out how basic stuff hangs together, what makes it tick. ‘But why, Daddy?’ is the constant question. Sometimes our curiosity gets us into trouble, but most of the time it’s a natural, healthy response to our environment so we can better navigate it.

In marketing and sales, curiosity serves us very well. When we stay curious we’re accepting that we don’t have perfect knowledge, and we’re always looking to fill out the picture and build our understanding. When we understand something better – our customer, product or market – we’re more effective at marketing to it, selling it.

The other day I was waiting to pick up one of my kids from a lesson and started reading the sleeve notes of a CD I was listening to in the car. As I was reading it I started to wonder what their creative process was, whether they started with lyrics first or a melody, and how they put the two together, or whether they collaborated from scratch and the thing came together naturally. Just what are the creative processes for music and who uses which ones, I mused.

As working adults, it’s not so much childhood curiosity as childlike curiosity that we should maintain, to stay fresh, close, and engaged to things.

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Well, we executed the plan. We completed the sixth step of the B2B product launch process.

Now it’s time to see how we did. The seventh B2B product launch process step is to manage the outcomes of the project.

It’s important to manage the outcomes and compare them with the requirements and targets we set earlier in the process. One of the common mistakes is to move onto the next shiny toy and not review performance, so that you learn from your mistakes, celebrate the high points and be better the next time.

In managing those outcomes, it’s important to be fluid. In some areas you’ll have satisfied your requirements, and in some areas you won’t. If you nailed every target, then you probably weren’t ambitious enough.

A fluid approach helps you understand the poorer areas of performance. Did you fail to accurately capture your customer’s needs, or did you interpret their feedback wrongly? Which areas of the business did not deliver to target? What are the lessons learned?

A ‘lessons learned’ meeting, which should be a collaborative rather than a finger-pointing or scapegoat-finding exercise, is a great way to close out the project and feed the lessons – requirements, scheduling, resourcing, delivery – into the next project and across the business.