As Teem was acquired first by iOffice and then by SIQ, it was critical we establish a cohesive product vision and strategy to define Teem's positioning amid the market, competitors, and the portfolio of companies within our organization. So I created an analysis of user and market needs, Teem's positioning, and a vision and strategy for our product going forward.
I worked closely with other members of our product, design, marketing, and engineering teams, and then presented and socialized this information more broadly to continue to gain support and help others both add to it and understand the direction we were looking to take Teem and the product.
First, it was important for us to understand the market and the context for our company and our product, especially as we were coming out of the pandemic and more companies and employees were returning to the office in some way.
Next, I focused on our users, their key needs in the immediate-term as well as the longer-term. It was important for us to consider the current situation, which was Covid-19 and a gradual return to offices, but also the longer-term situation which would likely see a complete mix of remote, hybrid, and in-office depending on the needs of the company and the employees.
I also looked at the history of Teem, its place in the market, and its competition both directly as well as from other incoming solutions.
Teem was built from employee experience first and then moved toward administrative tools. Unlike other competitors expanding in desk and room booking, Teem was built for the user in mind and was easier and more intuitive to use than other offerings on the market.
This was an important consideration because Teem was moving more into administrative tools while companies that started out more focused on admins were moving more into the employee experience.
Finally, I reviewed the challenges that Teem was facing from a company standpoint, a product standpoint, and a market standpoint.
Once we had thoroughly reviewed the the market, our users, our competitors, and our company, I crafted a product vision that could address the key needs of users, utilize our strengths as a company and positioning in the market, and focus our efforts on creating the most important products, features, and experiences for the new work environment.
In addition to the product vision, I also helped craft our product positioning. This was an important aspect given that we were part of a larger group of companies within a private equity portfolio and wanted to focus on the correct positioning within that group of companies and within the broader market.
Finally, in order to achieve the vision, I crafted a product and company strategy that could begin to guide us in our prioritization of existing and new product development. We needed to focus our efforts on the right things in the right way, and this was the strategy for that.
With a vision and strategy in place, as well as an understanding of our positioning, we were able to really focus our development efforts and prioritize new features and products correctly. This was the beginning of a much firmer and better direction for Teem.
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My personal musings on a variety of topics.