Leo Nilsson – Maintaining Product Values at Scale (Turing Fest 2017)

Maintaining Product Values at Scale —  Leo Nilsson

2011 TODAY

2011 TODAY   Leo iZettle Employees

Along the way we encountered:   Confusion  Misalignment 
Sub- optimisation  Inertia…

…Despair

“Build what we sell!” “Sell what we build!” “So, What
are we   building???” “Wait, who exactly is   our customer?” “Well, what does our   customer need?

For iZettle scaling core product values was - and still
is - a company eﬀort…

… And it required us to take a few steps
back 1 2 3 Start with a clear customer-centric vision and goals -   don’t stop at the vision statement or north-star goals Organise around customer problems and core behaviours -   don’t leave it at the development organisation Create alignment and focus through rigid prioritisation - don't pursue all the good ideas

Set the vision and goals centrally and be clear and
speciﬁc about what you are trying to achieve

Clearly deﬁne what problems to solve for your customer Payments
for small businesses

for small businesses Customer feedback and feature requests User-behaviour (internal data) Market intelligence (external data)

Products Customers Channels

Do proper customer segmentation Business  Size Vertical Country What can
be grouped? What is unique?

Study the segments’ high-level activity cohorts Months since registration Actives
as % of registered users in month Y 25 % 50 % 75 % 100 % 1 2 3 4 5 6 7 8 9 10 11 12 Activation Short-term  Retention Long-term  Retention

Map the playing ﬁeld and agree focus Business Size Verticals
Health   & Beauty Retail Hospitality Professional  Services 10 employees

Formalise long-term but clear company goals (24-months) SCALABLE GROWTH  
IN CORE SEGMENTS X% Y% SHARE OF   MERCHANT SALES

Organise around what everyone should care about - customer value
= business value

Build empowered Product Teams with Customer Missions Stakeholders Cross-functional Team 
(with all competencies) Business Goal(s)          Team Mission   (e.g. “Never miss a sale”) 

And how do you set Business Goals for Product Teams?

Start at one of the Company Goals and break it
down SCALABLE GROWTH X% Company Goal Goal Drivers Team Drivers Acquisition Activation Retention

Start at one of the Company Goals and break it
down SHARE OF MERCHANT SALES Y% Company Goal Goal Drivers Team Drivers Sales Channel adoption Alternative Payments adoption

“Good users are using the product library” “Users of a
certain proﬁle retain X%   better if we teach them how to use the product library” Intuition Anecdotes Correlation Causation QUALITY OF DATA (ALL LEVELS RELEVANT AT VARIOUS STAGES) QUALITY OF HYPOTHESIS Establish Team Hypotheses on how core customer actions can contribute to the Goal Drivers

Share of merchants that manage their product data with iZettle
      Share of merchants with a Payments checkout-time below X seconds      

Establish Value Proposition Streams Tech Product   Mgmt. UX /
Design Risk Sales &  Marketing

Design Sales &  Marketing Risk

Design Risk Sales &  Marketing 

Design Risk Sales &  Marketing  Tech Product   Mgmt. UX / Design Risk Sales &  Marketing  “Manage your sales” “Grow your sales” New customers Active customers

“Loosely coupled, highly aligned”

Build autonomous teams but align focus on three rolling time
horizons - and do not run after every good idea or business case

STRATEGIC - NEXT 12 MONTHS

TACTICAL - NEXT 3 MONTHS

Stakeholders         
   Discovery Team Delivery Team OPERATIONAL - NEXT FORESEEABLE SPRINTS

     VISION GOALS GOALS Company Bets
Big-room Planning           Aligned Teams Context from  Leadership

Thank you! Leo Nilsson

Leo Nilsson – Maintaining Product Values at Sca...

Leo Nilsson – Maintaining Product Values at Scale (Turing Fest 2017)

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