For extra fun, some of you are in charge of multiple products in a company's portfolio. In theory, each product should add to profitability and the whole should be greater than the sum of its parts. In practice, companies tend to focus on Product 1, the biggest source of current revenue. Longer-term ideas and projects get kicked further down the road and Product 3 never becomes a reality.
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I did a podcast with Chad McAllister about handling product portfolios here. What tricks do you use for balancing multiple products (and your sanity?) Let me know.