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

Transcript

1. Maintaining Product Values at Scale —
 Leo Nilsson
2. 2011 TODAY
3. 2011 TODAY   Leo iZettle Employees
4. Along the way we encountered: 
 Confusion  Misalignment  Sub- optimisation  Inertia…
5. …Despair
6. “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?
7. For iZettle scaling core product values was - and still is - a company effort…
8. … 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
9. Set the vision and goals centrally and be clear and specific about what you are trying to achieve
10. Clearly define what problems to solve for your customer Payments for small businesses
11. Clearly define what problems to solve for your customer Payments for small businesses Customer feedback and feature requests User-behaviour (internal data) Market intelligence (external data)
12. Clearly define what problems to solve for your customer Payments Products Customers Channels
13. Do proper customer segmentation Business
 Size Vertical Country What can be grouped? What is unique?
14. 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
15. Map the playing field and agree focus Business Size Verticals Health 
 & Beauty Retail Hospitality Professional
 Services 10 employees
16. Formalise long-term but clear company goals (24-months) SCALABLE GROWTH 
 IN CORE SEGMENTS X% Y% SHARE OF 
 MERCHANT SALES
17. Organise around what everyone should care about - customer value = business value
18. 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”) 
19. And how do you set Business Goals for Product Teams?
20. Start at one of the Company Goals and break it down SCALABLE GROWTH X% Company Goal Goal Drivers Team Drivers Acquisition Activation Retention
21. 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
22. “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
23. Share of merchants that manage their product data with iZettle       Share of merchants with a Payments checkout-time below X seconds      
24. Establish Value Proposition Streams Tech Product 
 Mgmt. UX / Design Risk Sales &
 Marketing
25. Establish Value Proposition Streams Tech Product 
 Mgmt. UX / Design Sales &
 Marketing Risk
26. Establish Value Proposition Streams Tech Product 
 Mgmt. UX / Design Risk Sales &
 Marketing 
27. Establish Value Proposition Streams Tech Product 
 Mgmt. UX / Design Risk Sales &
 Marketing  Tech Product 
 Mgmt. UX / Design Risk Sales &
 Marketing  “Manage your sales” “Grow your sales” New customers Active customers
28. “Loosely coupled, highly aligned”
29. Build autonomous teams but align focus on three rolling time horizons - and do not run after every good idea or business case
30. STRATEGIC - NEXT 12 MONTHS
31. TACTICAL - NEXT 3 MONTHS
32. Stakeholders             Discovery Team Delivery Team OPERATIONAL - NEXT FORESEEABLE SPRINTS
33.      VISION GOALS GOALS Company Bets Big-room Planning           Aligned Teams Context from
 Leadership
34. Thank you! Leo Nilsson