A presentation given to a company shifting its culture from being sales driven to product driven.
Mehdi Lahmam — Grinta
Lessons from top tech
My focus is on the unique issues and
challenges associated with building
technology-powered products, services, and
Race to Product/Market fit
Nothing else much matters until you
can come up with a strong product that
meets the needs of an initial market.
Root causes of failed products
Source of ideas
Role of Product Management
Role of Product Design
Engineering gets brought in
way too late
Half of Agile
Customer validation happens
way too late
The 2 inconvenient truths about
Half of the ideas won't work
Valuable ideas takes several
iterations to deliver business value
Resistance is futile
The real difference is how to deal
with these truths.
Strong vs weak teams
No silver bullet
Lean et Agile sont aux startups
ce que le régime Dukan est à la
Best product teams principles
Risks are tackled upfront rather
than at the end
Products are defined and
designed collaboratively rather
It’s all about solving problems,
not implementing features
Discovery and Delivery
Are we building the right product
and are we building the product
We need to discover the product to
be built, and we need to deliver that
product to market.
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.
The Right People
“We need teams of missionaries, not teams
— John Doerr
A backlog administrator :
The PM escalate every issue and
decision up to the CEO
A roadmap administrator :
The PM call a meeting with all the
stakeholders in the room and then
let them fight it out .
Do his or her job
Deep knowledge of the Customer
Deep knowledge of the data
Deep knowledge of the business
Deep knowledge of the market and industry
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
Holistic User Experience Design
Interaction and Visual Design
The Right Product
Objectives should be qualitative
Key results need to be quantitative/measurable.
Key results should be a measure of business
results, not output or tasks.
The Right Process
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)
Product Discovery principles
we can’t count on our customers
(or our exec- utives or stakeholders)
to tell us what to build.
“No customer ever asked Amazon to create
the Prime membership program.”
— Jeff Bezos, 2017 Shareholder Letter
The most important thing is to
establish compelling value.
We expect that many of our ideas
won’t work out, and the ones that
do will require several iterations.
“The most important thing is to know what
you can’t know.”
— Marc Andreessen
We must validate our ideas on
real users and customers.
Our goal in discovery is to
validate our ideas the fastest,
cheapest way possible.
We need to validate the feasibility
of our ideas during discovery,
We need to validate the business
viability of our ideas during
discovery, not after.
Product Discovery techniques
The Right Culture
Weak vs Strong teams