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Mehdi Lahmam B.
July 06, 2020
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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Mehdi Lahmam — Grinta Product tactics
Lessons from top tech companies
Technology-Powered Products and Services
My focus is on the unique issues and challenges associated
with building technology-powered products, services, and experiences.
Race to Product/Market fit
Startups Growth stage Entreprise
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 products
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 nutrition
Best product teams principles
Risks are tackled upfront rather than at the end
Products are defined and designed collaboratively rather than sequentially
It’s all about solving problems, not implementing features
Discovery and Delivery
Are we building the right product and are we building
the product right?
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 of mercenaries.” —
Product Manager Weak
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 .
Product Manager Strong
Do his or her job
Key contributions 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
Key contributions Product Discovery Holistic User Experience Design Prorotyping User
Testing 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, not after.
We need to validate the business viability of our ideas
during discovery, not after.
Product Discovery techniques
The Right Culture
Weak vs Strong teams