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
2. Disclaimer
3. Agenda
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
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
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.
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