Product >Crossing: Product Management, Workshop, Seminar, Training, Course, Consulting

Product >Crossing combines product management with further procedures important for products like business strategy, self-organisation and customer orientation.
All efforts are focused on Product Cases decisive for product success such as realistic product planning, competent product manager leadership, complete product business case definitions, achieving effects on internal working interfaces etc.
To ensure product quality the entrepreneurship is introduced to the product level.
Five >Crossing Drivers make methods, know how and best practices available and active.
Improvements are developed on four >Crossing Result Levels: personal, product-related, business-related and guaranteed.
Highest priority is put on the turning of new capabilities to operational product practice.
Trainings become more productive by using the Product >Crossing Seminar LearnWay.

Today product work is characterized by extreme timelines, high expectations, heavily restraint budgets and the urgent need for internal coordination. To meet these challenges in everyday corporate life, you need more than just product management, you need:

Product >Crossing offers skills and methods for product work and multi-product programs going beyond existing product management procedures. It has new answers for today's challenges and provides significant added value in managing products.

Product >Crossing is a high-quality alternative to classic product management and leads to advantages like meeting product goals, better product results und higher efficiency of product work. In addition it is a valuable add-on for companies and people already practicing product management and looking for further skills.

You can use it for all kinds of product and services on all stages of the product life cycle as well as for product groups

Regarding the product-related issues and the corresponding network processes and connected jobs as a "company within a company" (like a profit centre) is a crucial approach for realizing advantages. The total available know how, methods, procedures, processes and organisational forms are used to master product situations actively and comprehensively. Entrepreneurial product leadership is a central issue here.

Depending on the demands of the business, the complexity of the product and the given situation, product success is influenced by the art of mastering a limited number of Product Cases.

Examples are: optimising product alignment, product strategies according to product life cycle, effectively managing product planning and control processes, implementing entrepreneurial product leadership, increasing product team motivation etc.

Product >Crossing identifies, evaluates and deals with 15 categories of product cases according to the particular management and product needs of your business:

The backbone of Product >Crossing is the >Crossing Method, whichmerges numerous best practices,procedures and methods to achieve superior results. It creates conditions and abilities which, as it were, enforce product success. So today you have the choice between traditionalproduct management approaches or, better, Product >Crossing.

Product >Crossing consists of three core competencies, which are summarized in the Product>Crossing Credo:

1. Core Competence

Merge Forces .

2. Core Competence

. to Drive .

3. Core Competence

. Excellent Results.

Integrate Product >Crossing Forces.

Identify and integrate the best approaches, practices and strengths.

Apply Product >Crossing Drivers.

Use five drivers to fix product cases and make available relevant inputs, approaches and solutions.

Enforce Product >Crossing Results.

Produce results on up to four levels.

Forces are:

Product Management-Procedures:

Product goals, product start-up, product planning, product strategy, positioning, product control, product reporting, product life cycle, tasks in product organisation, organising product work, product team, co-operation, product guideline

Additional Techniques:

Business strategy, networking, partnering, virtual working, process optimisation, leadership competence, self organisation, entrepreneurship, customer orientation, metrics for improvements

Process management, project management, product development, quality management, capacity management, qualification, stakeholder management, culture management, international affairs, risk and crisis management, change management, best practice identification

Drivers are:

1. First Success Steps

Analyse business and product requirements, make available people experiences and ideas, look for fast solutions in the very beginning of the improvement effort.

2. Learning from Best Practices

Analyse best practices (internal, external), find and transfer success factors.

3. Product Case Solutions

Select critical case, find best solutions using the >Crossing Case Solution Finder.

4. Scorecard Measures

Measures to evaluate conversion success.

5. Productive Mode Switches

Trainings, individual action plans and roadmaps, transfer to routine tasks, integration existing systems and procedures.

Results are:

1. Personal Growth

Higher motivation, new strengths, better use of existing strengths, more personal competence, personal roadmaps.

2. Product-Quality

Higher effectiveness and efficiency in all product roles, more security for reaching product goals.

3. Business Success

Product processes are high quality processes and supporting business success.

4. Guarantee

The fourth result level is new in management and business improvement: the >Crossing-Guarantee. More security for the money invested.

To support a company's special product requirements Product >Crossing offers a wide range of goal-directed Product >Crossing Moves:

Knowing Product >Crossing companies and people have a choice to look either for traditionalproduct management procedures and skills - or to apply the Product >Crossing.

To compare the relative added value using classic product management or Product >Crossing we have developed a metric called the KSV Knowledge Solution Value^TM formula. The KSV calculation for Product >Crossing shows a knowledge and solution value that is nearly 4 times higher.

Mastering Product Cases iscritical for the success of products and indeed of all products. Product >Crossing offers proven solutionsfor each case. The following Product CaseList can be used

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If any of your particular needs are missing, please add them in the info box at the end of the list and mail it together with your results. Or mail a separate request directly to our office: Email

	Practices of Classic Product Management	Adding Value with Product >Crossing Solutions Methods
Product Basis	Product facts are not organized centrally and are incomplete.	All internal and external product facts are managed by product management, facts are a central basis.	Product Management Entrepreneurship Product-Data-Systems Competence Centre Idea
Internal Product Co-ordination	Best case planning is usual with deficits in completeness and co-ordination.	Professional handling of working interfaces such as marketing, sales, product development is organized as key processes.	Product Management Communication Networking Handling of interfaces
Product Control	Responsibility for product control mainly is assigned to sales and controlling.	Is answered by product manager and done upon product life cycle strategies.	Product Management Communications Evaluating Market/Customer Signals Process Optimisation
Product Leadership	In most cases realized only as a coordinating function.	Entrepreneurial product leadership is performed supported by adequate competence.	Product Management Entrepreneurship Leadership competence
Product- Portfolio	Products are only insufficiently aligned strategically aligned, product portfolio, is not transparent	Product Business Cases are defined in whole and a business contribution.	Product Management Business Cases Portfolio-Method

Pathways	Actual Programs In addition, an individual focus may be set as necessary.
Product >Crossing Framework Project To realize existing improvement potentials permanently. To establish new structures and capabilities.	Product >Crossing pdf Product Strategy >Crossing New Product >Crossing Sales >Crossing Multi-Project >Crossing
Product >Crossing Seminar / Workshop LearnWays to develop insights, abilities and hands-on concepts (group-based, internal or external).	Product Case >Crossing pdf s/w Product Manager >Crossing pdf s/w Product Team >Crossing s/w Multi-Cultural Product >Crossing pdf s/w
Product >Crossing Audit To analyse and recommend improvement potentials.	Product >Crossing Audit pdf

1. Product philosophy and product matrix	+ -- ?? //
1.1 Realization of a strong product philosophy and culture, understanding of best-in-class methods and practices, understanding differences.
1.2 Interpretation of the product/line matrix organization.
1.3 Formulation of a convincing and favourable product management guideline: standards, key processes, general understanding, tasks, tools.
1.4 Use of metrics for the evaluation of product management improvements.
1.5 Ensuring the conformity of product work with industrial and international standards.
1.6 Establishing top level organisation and technical structures for product work.
2. Strategic product steering	+ -- ?? //
2.1 Creating the product strategy, aligning product plans with the strategy, product segmentation.
2.2 Managing product portfolios (criteria, strategies, making of).
2.3 Connecting product strategy with business strategy.
2.4 Optimising and clearing product programs.
2.5 Creating the product fact basis: internal facts, external facts.
3. Product Start Up	+ -- ?? //
3.1 Assembling the product business case description / product master plan.
3.2 Preparing the product launch roadmap.
3.3 Conducting post-launch Audits.
4. Communication, Cooperation and Influencing	+ -- ?? //
4.1 Create positive product pressure and conflict handling steps.
4.2 Push up product work performance by direct motivation efforts.
4.3 Have unconventional communication and cooperation methods applied.
4.4 Establish right meeting policy and structures.
4.5 Work effectively in virtual projects and teams.
4.6 Take methods and procedures as basic tools for project cooperation.
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5. Key product performance processes	+ -- ?? //
5.1 Conducting the market analysis.
5.2 Achieving marketing effects: product marketing, marketing goals, market communication, marketing-mix, aligning with marketing.
5.3 Achieving sales effects: sales goals, sales planning, sales projects.
5.4 Achieving service effects: Supply/logistics, service, customer support.
5.5 Achieving innovation effects: Managing innovation, product ideas and technology analysis/assessments.
5.6 Realizing development targets, product development, product introduction, development projects.
5.7 Achieving effects on production.
5.8 Achieving effects on product quality.
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6. Operational product profit control	+ -- ?? //
6.1 Making of the realistic product plan (process, tools).
6.2 Control of the market and product life cycle.
6.3 Realizing product control.
6.4 Integration with business control.
6.5 Use of product and program audit tools.
6.6 Handling of decision and crisis situations.
7. Organization of product work	+ -- ?? //
7.1 Competent play of the product/line matrix organization.
7.2 Formulating and realizing tasks and competences of product management.
7.3 Pro and cons of different organizational models.
7.4 Knowing and living the product manager role.
7.5 Casting entrepreneurship.
7.6 Procedures for handling of working interfaces.
7.7 Organisation of the product team.
7.8 How to integrate cultures, locations, styles and value setting in product work.
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8. Qualification and introduction of Product >Crossing	+ -- ?? //
8.1 Training for Product >Crossing.
8.2 Making line managers familiar with Product >Crossing requirements.
8.3 Creating job descriptions for product manager, product team, review board.
8.4 Finding and assessing people for Product >Crossing.
8.5 Steps for introducing and strengthening of product work.
9. Special: Customer orientation	+ -- ?? //
9.1 What customer orientation makes.
9.2 Align product features to customer requirements, customer advantage and buying factors.
9.3 How to gain customer satisfaction.
9.4 Handling of customer complaints.
9.5 Definition of customer groups.
9.6 Strategic customer management.
9.7 Analysis of customer value chains.
9.8 Value generation for customers: systems, services.
9.9 Developing customer demands.
10. Special: Partnering with suppliers and others	+ -- ?? //
10.1 Define partnering and co-operation processes with external partners.
10.2 Define a partnering strategy.
10.3 Methods of influencing of external partners.
10.4 Control procedures for external partners.
10.5 Measures for the simplification of co-operation processes.
11. Special: Marks and products	+ -- ?? //
11.1 Effects marks on strategic and operative product work.
11.2 Mark importance, mark systems and mark content.
11.3 Perception, image, positioning and effects of marks.
11.4 Use of marks, integration with products.
11.5 Control of the mark value.
11.6 Launching running marks in operational business.

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