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Product culture

Product culture

A presentation given to a company shifting its culture from being sales driven to product driven.

Mehdi Lahmam B.

July 06, 2020

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  1. Mehdi Lahmam — Grinta Product tactics

  2. Disclaimer

  3. Agenda

  4. None
  5. Lessons from top tech companies

  6. Technology-Powered Products and Services

  7. My focus is on the unique issues and challenges associated

    with building technology-powered products, services, and experiences.
  8. Race to Product/Market fit

  9. Startups Growth stage Entreprise

  10. Nothing else much matters until you can come up with

    a strong product that meets the needs of an initial market.
  11. Root causes of failed products

  12. None
  13. Top problems

  14. Source of ideas

  15. Business cases

  16. Role of Product Management

  17. Role of Product Design

  18. Engineering gets brought in way too late

  19. Half of Agile

  20. Customer validation happens way too late

  21. Product Roadmaps

  22. The 2 inconvenient truths about products

  23. Half of the ideas won't work

  24. Valuable ideas takes several iterations to deliver business value

  25. Resistance is futile

  26. The real difference is how to deal with these truths.

  27. Strong vs weak teams

  28. No silver bullet

  29. Lean et Agile sont aux startups ce que le régime

    Dukan est à la nutrition
  30. Best product teams principles

  31. Risks are tackled upfront rather than at the end

  32. Products are defined and designed collaboratively rather than sequentially

  33. It’s all about solving problems, not implementing features

  34. Key concepts

  35. Holistic Product

  36. None
  37. Discovery and Delivery

  38. Are we building the right product and are we building

    the product right?
  39. We need to discover the product to be built, and

    we need to deliver that product to market.
  40. None
  41. Product Vision

  42. So, we use prototypes to conduct rapid experiments in product

    discovery, and then in delivery, we build and release products in hopes of achieving product/market fit, which is a key step on the way to delivering on the company’s product vision.
  43. The Right People

  44. “We need teams of missionaries, not teams of mercenaries.” —

    John Doerr
  45. It works.

  46. Product Manager

  47. Product Manager Weak

  48. A backlog administrator : The PM escalate every issue and

    decision up to the CEO
  49. A roadmap administrator : The PM call a meeting with

    all the stakeholders in the room and then let them fight it out .
  50. Product Manager Strong

  51. Do his or her job

  52. Key contributions Deep knowledge of the Customer Deep knowledge of

    the data Deep knowledge of the business Deep knowledge of the market and industry
  53. Jane Manning of Google Lea Hickman of Adobe Alex Pressland

    of the BBC Martina Lauchengco of Microsoft Kate Arnold of Netflix Camille Hearst of Apple
  54. Product Designer

  55. Key contributions Product Discovery Holistic User Experience Design Prorotyping User

    Testing Interaction and Visual Design
  56. The Right Product

  57. Product Roadmaps

  58. Product Vision

  59. Product Objectives

  60. OKR technique

  61. Objectives should be qualitative

  62. Key results need to be quantitative/measurable. Key results should be

    a measure of business results, not output or tasks.
  63. The Right Process

  64. Product Discovery

  65. Will the customer buy this, or choose to use it?

    (Value risk) Can the user figure out how to use it? (Usability risk) Can we build it? (Feasibility risk) Does this solution work for our business? (Business viability risk)
  66. Product Discovery principles

  67. we can’t count on our customers (or our exec- utives

    or stakeholders) to tell us what to build.
  68. “No customer ever asked Amazon to create the Prime membership

    program.” — Jeff Bezos, 2017 Shareholder Letter
  69. The most important thing is to establish compelling value.

  70. We expect that many of our ideas won’t work out,

    and the ones that do will require several iterations.
  71. “The most important thing is to know what you can’t

    know.” — Marc Andreessen
  72. We must validate our ideas on real users and customers.

  73. Our goal in discovery is to validate our ideas the

    fastest, cheapest way possible.
  74. We need to validate the feasibility of our ideas during

    discovery, not after.
  75. We need to validate the business viability of our ideas

    during discovery, not after.
  76. Product Discovery techniques

  77. Cf. Notion

  78. Customer 💌

  79. The Right Culture

  80. Weak vs Strong teams

  81. None