Product culture

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

Transcript

1. Mehdi Lahmam — Grinta
   Product tactics
   

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2. Disclaimer
   

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3. Agenda
   

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5. Lessons from top tech
   companies
   

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6. Technology-Powered Products
   and Services
   
   
   

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7. My focus is on the unique issues and
   challenges associated with building
   technology-powered products, services, and
   experiences.
   

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8. Race to Product/Market fit
   

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9. Startups
   Growth stage
   Entreprise
   

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10. Nothing else much matters until you
    can come up with a strong product that
    meets the needs of an initial market.
    

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11. Root causes of failed products
    

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13. Top problems
    

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14. Source of ideas
    

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15. Business cases
    

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16. Role of Product Management
    

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17. Role of Product Design
    

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18. Engineering gets brought in
    way too late
    

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19. Half of Agile
    

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20. Customer validation happens
    way too late
    

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21. Product Roadmaps
    

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22. The 2 inconvenient truths about
    products
    

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23. Half of the ideas won't work
    

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24. Valuable ideas takes several
    iterations to deliver business value
    

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25. Resistance is futile
    

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

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27. Strong vs weak teams
    

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28. No silver bullet
    

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29. Lean et Agile sont aux startups
    ce que le régime Dukan est à la
    nutrition
    

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30. Best product teams principles
    

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31. Risks are tackled upfront rather
    than at the end
    

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32. Products are defined and
    designed collaboratively rather
    than sequentially
    

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

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34. Key concepts
    

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35. Holistic Product
    

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37. Discovery and Delivery
    

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

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39. We need to discover the product to
    be built, and we need to deliver that
    product to market.
    

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41. Product Vision
    

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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.
    

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43. The Right People
    

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

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45. It works.
    

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46. Product Manager
    

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47. Product Manager
    Weak
    

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48. A backlog administrator :
    The PM escalate every issue and
    decision up to the CEO
    

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49. A roadmap administrator :
    The PM call a meeting with all the
    stakeholders in the room and then
    let them fight it out .
    

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50. Product Manager
    Strong
    

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51. Do his or her job
    

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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
    

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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
    

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54. Product Designer
    

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55. Key contributions
    Product Discovery
    Holistic User Experience Design
    Prorotyping
    User Testing
    Interaction and Visual Design
    

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56. The Right Product
    

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57. Product Roadmaps
    

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58. Product Vision
    

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59. Product Objectives
    

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60. OKR technique
    

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61. Objectives should be qualitative
    

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62. Key results need to be quantitative/measurable.
    Key results should be a measure of business
    results, not output or tasks.
    

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63. The Right Process
    

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64. Product Discovery
    

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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)
    

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66. Product Discovery principles
    

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67. we can’t count on our customers
    (or our exec- utives or stakeholders)
    to tell us what to build.
    

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68. “No customer ever asked Amazon to create
    the Prime membership program.”
    — Jeff Bezos, 2017 Shareholder Letter
    

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69. The most important thing is to
    establish compelling value.
    

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70. We expect that many of our ideas
    won’t work out, and the ones that
    do will require several iterations.
    

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71. “The most important thing is to know what
    you can’t know.”
    — Marc Andreessen
    

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72. We must validate our ideas on
    real users and customers.
    

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73. Our goal in discovery is to
    validate our ideas the fastest,
    cheapest way possible.
    

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74. We need to validate the feasibility
    of our ideas during discovery,
    not after.
    

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

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76. Product Discovery techniques
    

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77. Cf. Notion
    

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78. Customer 💌
    

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79. The Right Culture
    

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80. Weak vs Strong teams
    

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