Resources > Articles

MathWorks: Accelerating the Pace of Engineering and Science

Post Author
  • Pragmatic Institute is the transformational partner for today’s businesses, providing immediate impact through actionable and practical training for product, design and data teams. Our courses are taught by industry experts with decades of hands-on experience, and include a complete ecosystem of training, resources and community. This focus on dynamic instruction and continued learning has delivered impactful education to over 200,000 alumni worldwide over the last 30 years.

math

WHO

MathWorks was founded in 1984 and employs more than 3,000 people, 30 percent of them located outside the United States. Headquartered in Natick, Mass., the company produces mathematical computing software for engineers, scientists, mathematicians and researchers. The two main product lines, MATLAB and Simulink, are used as research and development tools throughout the automotive, aerospace, communications, electronics and industrial automation industries.

CHALLENGE

While new product marketing employees had a strong engineering background and deep knowledge of the MathWorks products, the levels of formal marketing education and training varied greatly. As MathWorks continued to grow and expand into new applications and industries, establishing a more systematic approach to marketing was crucial. They wanted to ensure everyone on the product marketing team had a consistent and effective process to implement strategic, collaborative and repetitive go-to-market strategies.

SOLUTION

To help employees understand the why behind their jobs and to drive a consistent approach to marketing across the team, Paul Barnard, director of product marketing, began researching training. As someone who had previously taken Pragmatic Institute training, Barnard said, “The training gave me a framework for my job. And as I attended additional courses, it was clear that the training matched where we wanted to go as a company.”

MathWorks now requires all new product marketers to attend training. The company built a competency model around the Pragmatic Institute Framework and integrated it into their career development system to help employees develop as product marketing professionals.

MathWorks also established Birds of a Feather, an internal networking group for product marketers from across the company to meet regularly, collaborate and share best practices. Subgroups also formed to address topics in-depth such as positioning and market problems. Sharing examples of what team members were working on helped reinforce the new language and marketing approach.

RESULTS

The Pragmatic Institute training provided participants with a better understanding of marketing strategy and a common language with which to discuss market problems, positioning and market opportunities. By using the principles of Pragmatic Institute, MathWorks was able to implement a strategic, repetitive go-to-market strategy that helped elevate the success of the company’s marketing campaigns.

“Training has worked well for us,” Barnard said. “Once a critical mass of people took the courses, it really started to make an impact.”

MathWorks applies standard metrics to all the training it brings in and Pragmatic Institute always rates extremely high. The company adheres to the 70/20/10 rule: Employees focus 10 percent of their time on formal learning, 20 percent on social learning and 70 percent of their time learning through practice on the job. Pragmatic Institute courses made up the formal learning, while Birds of a Feather and its subgroups supported the social learning, enabling employees to apply what they learned on the job.

Training helped MathWorks gain the tools and framework to articulate the why. Once enough people went through training, the company could align its templates and processes for bringing products to market to the different principles of Pragmatic Institute.

“Now, when we have executive level reviews to bring products to market, we use those principles to ensure that we have products that are tuned to the market needs and will sell,” Barnard said. “We have become more rigorous in our evaluation of market opportunities, ensuring that we are asking all the right questions as we bring a product to market.”

Author

  • Pragmatic Institute is the transformational partner for today’s businesses, providing immediate impact through actionable and practical training for product, design and data teams. Our courses are taught by industry experts with decades of hands-on experience, and include a complete ecosystem of training, resources and community. This focus on dynamic instruction and continued learning has delivered impactful education to over 200,000 alumni worldwide over the last 30 years.

Author:

Other Resources in this Series

Most Recent

A dashboard on a website showcasing product management measurement
Article

Measurement-Driven Product Management

If you are a vice president, director or team leader for a product management function, one of the biggest challenges you face today is how to demonstrate the team is making a significant contribution to top line or bottom line targets. If you can’t measure your team’s effectiveness, or if you are focused on the wrong metrics, your headcount and budget allocation could be at risk.

Product life cycle: Introduction, Growth, Maturity, Decline
Article

23 Metrics Mapped to the Product Life Cycle

Learn what to measure and how to avoid vanity metrics during each stage of the product life cycle: development, launch, growth, maturity and decline. Also learn the difference between a mission and objective and how to identify which stage your product is in.
ROI of being market driven. An image with illustration dollar signs
Article

The ROI of Being Market-Driven

Market-driven companies are more profitable, twice as fast in getting new products to market, and have higher customer satisfaction levels.
Article

23 Metrics Mapped to Each Stage of the User Journey

23 metrics for the user journey, which is the path a user takes while interacting with your product (sometimes called a flow funnel).
A person holding up a sign that say who is responsible
Article

Product Marketing or Product Management

Roles Before Titles The job titles of product marketing manager and product manager are confusing enough to start raging debates about who does what. Organizations often transpose the job titles, adding to the confusion. This article

OTHER ArticleS

A dashboard on a website showcasing product management measurement
Article

Measurement-Driven Product Management

If you are a vice president, director or team leader for a product management function, one of the biggest challenges you face today is how to demonstrate the team is making a significant contribution to top line or bottom line targets. If you can’t measure your team’s effectiveness, or if you are focused on the wrong metrics, your headcount and budget allocation could be at risk.

Product life cycle: Introduction, Growth, Maturity, Decline
Article

23 Metrics Mapped to the Product Life Cycle

Learn what to measure and how to avoid vanity metrics during each stage of the product life cycle: development, launch, growth, maturity and decline. Also learn the difference between a mission and objective and how to identify which stage your product is in.

Sign up to stay up to date on the latest industry best practices.

Sign up to received invites to upcoming webinars, updates on our recent podcast episodes and the latest on industry best practices.

Training on Your Schedule

Fill out the form today and our sales team will help you schedule your private Pragmatic training today.

Subscribe

Subscribe

Training on Your Schedule

Fill out the form today and our sales team will help you schedule your private Pragmatic training today.