product 2.0

1.5

Iterating Towards a Better Product Culture

Regan Davis

https://bit.ly/2LlBTg4

regan davis

VP of Product, Data @Jellyvision

Makers of ALEX, an interactive cartoon for explaining HR & benefits to employees

product delivery

product delivery

"Agile"
Scrum
sprints

scrum master

velocity

Goal:  ship fast.

product delivery

Goal:  ship fast.

  • Annual releases
  • Quarterly releases
  • Monthly releases
  • Sprint releases
  • Daily Releases
  • Continuous Integration

​     "omg we'll never get to..."

we know what good looks like.

 This is what good looks like.

[-- dual-track development]

​     "omg we'll never get to..."

(as of 2019)

what does good look like for product culture?

success takes iteration

Inconvenient Truths

—Marty Cagan

(not Marty Cagan)

Truth 1:

Truth 2:

It typically takes several iterations to get to the point where it actually delivers the expected business value.

At least half of our ideas are just not going to work.

  • Not valuable
  • Not usable
  • Not feasible

Building production-quality software

is the most expensive way to test your idea.

(credit: Teresa Torres)

Desired Outcome

Opportunity

(Problem)

Opportunity

(Problem)

Solution

(idea)

Solution

(idea)

Experiment

Experiment

Opportunity

(Problem)

Opportunity

(Problem)

Solution

(idea)

Solution

(idea)

Experiment

Experiment

We're mostly skipping this step

Desired Outcome

you're gonna have to talk to people.

customer obsessed teams

access

time

permission?

but what if i don't have

hello, customer service

how can I help you?

outcomes

not

output

Your customer does not care about your roadmap

They care about their problem.

what teams need

what execs want

but that's

how i'm judged

 objective

what we want to achieve

 key results

 initiatives

how we're going to measure our progress

what we're going to try: projects, tasks, or activities

get uncomfortable

We set ourselves goals we can't reach yet because we know that by stretching to meet them we can get further than we expected."

“

 stretching

 is the goal

 stretching

 makes the team

  • rethink they way they work
  • ask hard questions
  • have the difficult conversations that have been avoided

API integration

example

truly   cross-functional

engineering org

reporting structure

but i can't change our

small pilots

use people's names

your role is not

of the product

the CEO

you already know how to do this.

Culture

Iterative

Customer-Focused

Outcome Driven

Cross-Functional

Minimum Viable Product

questions?

[appendix]

This workshop walks through how product managers can put the culture they want into practice within their own specific teams, and build momentum and buy-in across your company.

 

Topics will include:

  • Identifying what “good” product culture looks like for your team

  • Shifting from output to outcome

  • The mindset shift from solution- to problem-oriented thinking

  • Expanding ownership with your team and the importance of uncomfortable goals

  • Ways to build momentum for greater change within your company

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