OMG. Alignment!

Transcript

1. OMG. Alignment!
   C. TODD LOMBARDO — @IAMCTODD
   CHIEF DESIGN STRATEGIST — FRESH TILLED SOIL
   

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3. Dear Coworker,
   

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4. Dear John Letter
   1. On your own, pen a “Dear John” style letter explaining why
   you want to breakup with your colleagues
   2. Swap letter with neighbor.
   3. Read letters aloud to the group
   4. Identify top 3 issues per group
   OUTPUT
   10 minutes
   INSTRUCTIONS
   DEAR _________,
   IT’S NOT ME, IT’S YOU …
   SINCERELY,
   - DISGRUNTLED USER
   

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6. Common Misalignment
   

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7. Common Misalignment
   ○ Unclear strategy
   ○ Unclear roles
   ○ Lack of accountability
   ○
   ○ Groundhog day
   ○ Broken Promises
   ○ Overly incremental
   ○
   ○
   

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8. WTF is Alignment?
   

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10. ALIGNMENT
    ○ A concerted effort to help
    people understand the issues
    and what their respective
    roles are
    ○ Asking questions and
    listening to feedback
    ○ Not consensus
    

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11. ALIGNMENT
    ○ A concerted effort to help
    people understand the issues
    and what their respective
    roles are
    ○ Asking questions and
    listening to feedback
    ○ Not consensus
    CONSENSUS
    ○ A group of people having
    input to reach a decision
    ○ Everyone agrees to the
    decision
    

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12. ALIGNMENT
    ○ A concerted effort to help
    people understand the issues
    and what their respective
    roles are
    ○ Asking questions and
    listening to feedback
    ○ Not consensus
    CONSENSUS
    ○ A group of people having
    input to reach a decision
    ○ Everyone agrees to the
    decision
    COLLABORATION
    ○ When individuals cooperate
    to accomplish a common goal
    or outcome
    ○ They may not agree on
    everything each step of the
    way, but they do agree on the
    final outcome
    

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13. A North Star…Have one?
    

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14. Southeast is…?
    

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15. ..aka Product Vision
    Mission
    Purpose
    

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16. Mission,
    Vision, &
    Values
    The change you want
    to see in the world
    

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17. Mission,
    Vision, &
    Values
    Product Vision
    Why your product exists in the world. The
    future world your product seeks to create.
    The change you want
    to see in the world
    COMPANY LEVEL
    PRODUCT LEVEL
    

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18. Mission,
    Vision, &
    Values
    Product Strategy
    How your product will create value and contribute to
    your mission (internal + external).
    Product Vision
    Why your product exists in the world. The
    future world your product seeks to create.
    The change you want
    to see in the world
    COMPANY LEVEL
    PRODUCT LEVEL
    

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19. Mission,
    Vision, &
    Values
    Execution
    What you will build that solves for these needs.
    Problems/Needs
    What you need to solve for in order for your product to be valuable.
    Product Strategy
    How your product will create value and contribute to
    your mission (internal + external).
    Product Vision
    Why your product exists in the world. The
    future world your product seeks to create.
    The change you want
    to see in the world
    COMPANY LEVEL
    PRODUCT LEVEL
    

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20. Mission,
    Vision, &
    Values
    Execution
    What you will build that solves for these needs.
    Problems/Needs
    What you need to solve for in order for your product to be valuable.
    Product Strategy
    How your product will create value and contribute to
    your mission (internal + external).
    Product Vision
    Why your product exists in the world. The
    future world your product seeks to create.
    The change you want
    to see in the world
    Why?
    COMPANY LEVEL
    PRODUCT LEVEL
    

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21. How?
    Mission,
    Vision, &
    Values
    Execution
    What you will build that solves for these needs.
    Problems/Needs
    What you need to solve for in order for your product to be valuable.
    Product Strategy
    How your product will create value and contribute to
    your mission (internal + external).
    Product Vision
    Why your product exists in the world. The
    future world your product seeks to create.
    The change you want
    to see in the world
    Why?
    COMPANY LEVEL
    PRODUCT LEVEL
    

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22. What?
    How?
    Mission,
    Vision, &
    Values
    Execution
    What you will build that solves for these needs.
    Problems/Needs
    What you need to solve for in order for your product to be valuable.
    Product Strategy
    How your product will create value and contribute to
    your mission (internal + external).
    Product Vision
    Why your product exists in the world. The
    future world your product seeks to create.
    The change you want
    to see in the world
    Why?
    COMPANY LEVEL
    PRODUCT LEVEL
    

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23. TO ORGANIZE ALL OF THE DATA IN THE WORLD AND
    MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY
    

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24. TO ORGANIZE ALL OF THE DATA IN THE WORLD AND
    MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY
    TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR
    EVERYONE TO EXPERIENCE THE MODERN WEB.
    

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25. TO ORGANIZE ALL OF THE DATA IN THE WORLD AND
    MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY
    TO GIVE EVERYONE A VOICE AND SHOW THEM THE WORLD.
    TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR
    EVERYONE TO EXPERIENCE THE MODERN WEB.
    

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26. TO ORGANIZE ALL OF THE DATA IN THE WORLD AND
    MAKE IT ACCESSIBLE FOR EVERYONE IN A USEFUL WAY
    TO GIVE EVERYONE A VOICE AND SHOW THEM THE WORLD.
    HELPS PEOPLE AROUND THE GLOBE ENJOY GREATER ACCESS TO
    INFORMATION AND OPPORTUNITY THAN EVER BEFORE.
    TO PROVIDE A FAST, SIMPLE, AND SECURE BROWSER FOR
    EVERYONE TO EXPERIENCE THE MODERN WEB.
    

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27. SpaceX Example
    

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28. SpaceX Example
    Mission: Make going to Mars a reality in this lifetime.
    

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29. SpaceX Example
    Mission: Make going to Mars a reality in this lifetime.
    Product Vision: Create a high efficiency, low cost space
    travel vehicle that can carry passengers to Mars.
    

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30. SpaceX Example
    Mission: Make going to Mars a reality in this lifetime.
    Product Vision: Create a high efficiency, low cost space
    travel vehicle that can carry passengers to Mars.
    Objective: reduce the cost of space travel to what an
    average American family can afford.
    

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31. SpaceX Example
    Mission: Make going to Mars a reality in this lifetime.
    Product Vision: Create a high efficiency, low cost space
    travel vehicle that can carry passengers to Mars.
    Key Result: Get cost to travel to Mars under $200,000.
    Objective: reduce the cost of space travel to what an
    average American family can afford.
    

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32. Alignment Across… What?
    

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33. Executives
    Sales
    Marketing & PR
    Research
    Customer Support
    Product Marketing
    Production
    Customers
    Users
    Vendors
    Partners
    Operations
    Finance
    Human Resources
    Product Core
    Product Owner
    Design
    Engineering
    

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34. INTERNAL EXTERNAL
    DETAILED HIGH LEVEL
    C-LEVEL, EXECUTIVES
    PRODUCT MARKETING
    CUSTOMER SUPPORT
    GENERAL PUBLIC
    SALES & MARKETING
    TRUSTED CUSTOMERS
    PARTNERS
    DEV OPS
    Product
    Core
    Source: Jana Bastow
    

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35. Shuttle Diplomacy
    Individually meet with all stakeholders to come to decisions that involves compromise and trade-offs.
    Authorship: Opportunity for early input means they have authorship too
    Trust: Build trust and rapport with each of these stakeholders
    Politics: Get exposure to key, or even hidden, politics
    

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36. 1 to 1
    

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37. 1 to 1 Group
    

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38. G.R.O.W
    FRAMEWORK FOR 1:1
    

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39. GOALS ○ Desired outcomes for next ## months
    ○ Why do they have those objectives?
    ○ How are they measured in reaching those objectives
    REALITY ○ What is currently in their plate?
    OPTIONS ○ What do they think needs to be on the roadmap?
    ○ How do those reach their objectives?
    WAY-
    FORWARD
    ○ Which of their product priorities for the next ## months are
    they in agreement with
    ○ What works best for them?
    

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40. GOALS
    REALITY
    OPTIONS
    WAY-
    FORWARD
    

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41. Negotiating Changes
    

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42. Unplanned Change
    The “iron triangle”: what lever will you pull to make the proper adjustments?
    Quality
    Schedule
    Scope Resources
    INVERSE
    

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43. Unplanned Change
    The “iron triangle”: what lever will you pull to make the proper adjustments?
    Quality
    Scope Resources
    Schedule
    INVERSE
    

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44. Unplanned Change
    The “iron triangle”: what lever will you pull to make the proper adjustments?
    Scope Resources
    Quality
    Schedule
    INVERSE
    

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45. Light. Cheap. Fast. Pick two.
    KEITH BONTRAGER
    FOUNDER, BICYCLE PRODUCT MANUFACTURER
    

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46. productroadmapping.com
    ctodd@freshtilledsoil.com
    

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