ProductCamp Boston May 12 2018

1. How to translate your strategy
Into a practical execution plan

2. Key insights from this session
1. We are iterating but I feel like we’re not moving the needle.
How do I know if I’m measuring the right things?
2. How do I prioritize my backlog so it’s aligned with my vision?
3. How can I take on a more strategic role and influence other
functions in my company to deliver on my product strategy?

3. Let’s start with the first question:
“We are iterating but I feel like we’re not moving the needle.
Are we measuring the right things?”

4. Exercise (3 min)
1. Write down all the metrics you’re measuring for your product
today
2. Write a couple of words for each metric on WHY you’re
measuring it

5. Common “measurement diseases”
… that occur when execution is not tied to a vision and strategy.

6. Narcissus Complex
Metrics focused on
vanity
Disconnected from
customers
“We need to optimize this metric because our VCs told us to
measure it.”

7. Hypermetricemia
Obsession with metrics
and analytics
Incremental product
improvement, stuck in
local maxima
“MEASURE EVERYTHING! TEST EVERYTHING!”

8. Lean Agileand
...are risk-mitigating execution techniques,
not value-creating product strategy tools
...are helpful, but not sufficient, for creating
customer centric products

9. Who are we?
Radhika Dutt
Product Management
@RadhikaDutt
Nidhi Aggarwal
Business Strategy
@AggarwalNidhi
Geordie Kaytes
Product Design
@didgeoridoo

10. What is RADICAL PRODUCT ?

11. It’s a movement of product leaders
creating vision-driven products
...based on a shared language
for product vision and strategy

12. How does it fit in my organization?
Vision/Strategy : Execution : : Radical Product : Lean/Agile

13. The free and open-source
Radical Product Toolkit helps you...
Define your
vision
Develop your
strategy
Execute against
metrics
Set your
priorities
...and communicate these across your team
and within your organization

14. The toolkit makes Radical Product
thinking practical and accessible
So, let’s get started.

15. VISION
Define your

17. “To be the go-to platform for wine education
and purchasing.”

18. “To be the go-to platform for wine education
and purchasing.”
NOT A GOOD VISION

19. “To make buying and learning about wine less intimidating
and more enjoyable for people who want to drink good
wine but don’t have the time to become experts.”
MUCH BETTER!

20. What is a “good” vision ?
Hint: it’s not about you

21. A “good” vision...
...is centered on the
problem
...can be shared by both
your team and your
customers
...and visualizes a
concrete end state

22. Use the Radical Vision Worksheet to iterate
on your vision until you’re happy with it
Today, when
identified group of people
want to
desirable outcome
,
they have to
current activity/solution(s)
. This is unacceptable, because
shortcomings of current solution
. We envision a world where
shortcomings are resolved
.
We’re bringing this world about through
broad technology/approach
.

23. STRATEGY
Develop your

24. The RDCL strategy canvas helps you
answer four questions
Capabilities
C
Design
“What do
people use?”
DR
Real Pain Points Logistics
“How do we
deliver it?”
L
“Why do
people care?”
“How do we
do it?”

27. Likelii’s RDCL Strategy

28. How do you decide
if your strategy is a good one?

29. Personnel Risk Stakeholder Risk
Technology &
Ops Risk
Legal &
Regulatory Risk
Financial Risk
What could kill your product tomorrow?

31. Likelii Sustainability Statement
Currently, the greatest risk to
our product’s existence is that
greatest risk
If this happens, we won’t
be able to continue
operating because
consequence(s) of risk
This risk will most likely
come true if
factors that increase/amplify risk
Some factors that could
help us mitigate the risk are
factors that decrease/mitigate risk

33. D: Build wine
education programs
and content
L: Automate integration with
stores so recommendations
are in sync with inventory
C: Understand taste
preferences without
intimidating users
D+L: Create wine “learning
kits” as a subscription model
C: Generate actionable
recommendations, quick
gratification
L: Sales funnel improvement:
- Google ad-words based
marketing to sell
specific wines
- Use Robert Parker
point ratings

34. STRATEGIC ROADMAP
Craft your

35. Drive your RDCL strategy cross-functionally
● List each of the Initiatives from your RDCL Strategy
● For each Initiative, list Milestones - accomplishments that will
show the Initiative is done
● List Teams responsible for delivering each milestone

36. Cross-functional Strategic Roadmap

38. Likelii’s Strategic Roadmap

39. Let’s look at one Initiative

40. EXECUTION &
MEASUREMENT MODEL
Craft your

41. For each Milestone in an Initiative, craft...
● Metrics - what metrics will tell us that we are making progress
toward our next milestone?
● Hypotheses - why do those metrics represent progress towards
the milestone?
● Activities - what concrete actions will you take to test these
hypotheses?

43. Execution and Measurement Model

44. Let’s fill out Key Metrics for Likelii

45. Execution and Measurement Model

46. Let’s fill out Hypotheses for Likelii

47. Execution and Measurement Model

48. Zooming in on Activities
Activities for: Designed interface to understand taste
preferences and price point

49. ● Milestones make up your MVP (and increments thereafter)
● Test Hypotheses and prove or disprove them
● Review and adjust RDCL Strategy and Strategic Roadmap
every quarter based on learnings
Lean
Agile
● Activities should designed to fit into 1-2 sprints
● Enter Activities in your PM tool (Jira, Pivotal Tracker, etc.)
● Update Execution and Measurement Model every sprint
Integrating Radical Product thinking into...

50. Exercise (at home)
1. Craft your Product Vision and RDCL Strategy
2. Craft your Strategic Roadmap
3. Develop your Execution Plan and Metrics + Hypotheses for each
Milestone in the Strategic Roadmap
4. Compare these Metrics to what your wrote today
5. Tell us about any “Aha!” moments!

51. QUESTIONS?

52. THANKS!
www.radicalproduct.com

53. A Vision is not a Mission!
VisionMission
Why we work Where we’re going
(Actionable)(Aspirational)