Getting Products out from under the MIDDLE of the Bell Curve and Exceeding Expectations (SVPMA)
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The document discusses strategies for product managers to get products out of the middle of the bell curve and exceed expectations. It recommends asking for forgiveness rather than permission, avoiding "pet projects" by understanding customer problems, adapting the Lean Canvas methodology, focusing on key metrics like retention, using sketching and prototyping to test ideas with users early, and iterating based on what is learned from customers rather than just building features. The overall message is that product success comes from solving customer problems rather than just delivering features.
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Getting Products out from under the MIDDLE of the Bell Curve and Exceeding Expectations (SVPMA)
- 1. Getting Products out from under the MIDDLE of the Bell Curve and Exceeding Expectations Preston Smalley SVPMA September Meeting! ! Comcast Silicon Valley Innovation Center! ! prestonsmalley.com @prestons
- 2. Cable Communications Cable Networks Broadcast Film Parks
- 4. Preston Smalley! Karlyn Neel! UX Designer! Max Mancini! Alan Lewis! Product Manager! Ken Sun! Product Manager!
- 5. Ask for Forgiveness Not Permission
- 6. Frequently heard when products aren’t exceeding expectations: • My team often ends up building “pet” features requested by our <big shot execs>. • We can’t agree on what we should be building OR my designers/engineers don’t support me. • We can’t get analytics support OR we track everything —but it doesn’t impact decisions. • We don’t have time to sketch or prototype and are actually already behind in building v1.
- 7. If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better. - Ed Catmull “
- 8. Don’t do their homework for them!
- 9. Avoiding Exec “Pet” projects • Exec: “I think you should build <feature>” • PM follow up questions: 1. What customer problem does it solve for? 2. What key metric would that feature drive? 3. May I work with the team to look at other solutions to that problem to drive that metric? 4. How does this compare to <top priority y>?
- 11. How the “why” helps you as a PM • Aligns UX Design on the purpose behind the customer problem they’re solving • Motivates engineers on why they should care about your project • Helps you as the PM stay focused on what matters to your product
- 13. Adapt Ash Maurya’s Lean Canvas to fit within your company Problem Solution Unique Value Prop Customer Segments Unfair Advantage Metrics Channels Cost (adapted) Revenue (adapted) Strategic Fit (added)
- 14. Life is too short to keep building something nobody (or not enough people) want.” - Ash Maurya “
- 15. EX: Plaxo Personal Assistant • Started out okay… User Research in indicated customers wanted help keeping their address books current. • A series of engineering setbacks turned a 4 mth project into > 1 year Missed opportunities: • Gauging customer value early (pay $) • Understanding product “substitution” • Focusing on an easier MVP
- 16. Measuring customer value How would you feel if you could no longer use this <product/feature> ?! 1. Very Disappointed "2. Somewhat Disappointed! 3. Not disappointed (it isn’t that useful) 4. N/A I don’t use! Keep using this ! <product>?! OR! Question #1 by Ash Maurya (Running Lean)!
- 17. Don’t just swing for homeruns Ideation ? “Seed” ? “Series A” “Series B” or “Acquisition” ? Hack Days
- 19. Mediocre Approaches to Metrics OR ?! • Our analytics team is “busy”! • We’re adding metrics… next sprint! • I don’t know, that’s another team! • We already track EVERYTHING! • We just added Google Analytics tags to every page, figure it out later!
- 20. PMs cannot “outsource” analytics • You must define your key metrics. ! • You must know how they are doing and what did or did not impact them.! • You must share these metrics with your team and your execs. !
- 21. Dave McClure’s Pirate Metrics Ash Maurya (practicetrumpstheory.com)!
- 22. Retention as a Cohort Retention chart as produced by MixPanel!
- 24. EX: Storyboarding @ eBay 24 • Integrated dozens of plans across org to create one vision • Leverage comic sketching to communicate actual fidelity • Shared with VPs across corp.! and 600 employee all hands RESULT: Alignment on the “Why”
- 25. Sketching as a core competency INFORMAL! FORMAL! Lots of Pens! & Paper! Part of Job! Professional tools! Sketch as Deliverable! (scanned / wireframes)! Software: Comic Life!
- 26. Sketching to Prototyping LOW FIDELITY! HIGH FIDELITY! Sketched ! Storyboards! Mockups ! Linked Together! Interactive! Prototype! MVP! “Test”! COST!
- 27. “Benjamin Button Prototyping”! Young!Mature! MVP! Test!
- 28. 10X Product Launch # Customers! 10 ! 100 ! 1,000 ! 10,000 ! • High Touch! • Market Risk! • Qualitative! • Self Serve! • Technical Risk! • Quantitative! SOURCE: 10X Product Launch by Ash Maurya (Running Lean) ! Problem! Interview! Solution! Interview! MVP! Test! MVP!
- 29. Testing your ideas with real users is probably the single most important activity in your job as product manager. - Marty Cagan “
- 30. Avoiding the MIDDLE of the Bell Curve 1. Ask for forgiveness, not permission 2. Avoid “pet” projects—start with “why” ! 3. Adapt Lean Canvas for your company 4. Don’t just swing for homeruns 5. Create focus using AARRR metrics 6. Leverage Sketching & Prototyping prestonsmalley.com!
- 31. Success is not delivering a feature; success is learning how to solve the customer’s problem. - Eric Ries “
- 32. Getting Products out from under the MIDDLE of the Bell Curve and Exceeding Expectations Preston Smalley SVPMA September Meeting! ! Comcast Silicon Valley Innovation Center! ! prestonsmalley.com @prestons
Hinweis der Redaktion
- Comcast ranked #46 ($62B in Revenue, $6B in profits) You probably know Comcast for offering the #1 TV subscription service in the country but over the last few years we’re really now at the Intersection of technology and media. We provide everything from managing the 3rd largest IP network after the DOD and China and with the acquisition of NBCU from GE now dozens of programmers including NBC to Universal Pictures and Parks. I run product management at an Innovation Center for Comcast I helped cofound out in Silicon Valley. But you may be wondering how to get something like that setup at your company so I’ll share 6 pieces of advice. An example from time running user experience design at eBay How we started the Comcast Silicon Valley Innovation Center (from one of its founders) Adaptations of lean at a big company and what to watch out for
- Comcast ranked #46 ($62B in Revenue, $6B in profits) You probably know Comcast for offering the #1 TV subscription service in the country but over the last few years we’re really now at the Intersection of technology and media. We provide everything from managing the 3rd largest IP network after the DOD and China and with the acquisition of NBCU from GE now dozens of programmers including NBC to Universal Pictures and Parks. I’m a product management leader here at the Innovation Center for Comcast. But you may be wondering how to get something like that setup at your company so I’ll share 6 pieces of advice. An example from time running user experience design at eBay How we started the Comcast Silicon Valley Innovation Center (from one of its founders) Adaptations of lean at a big company and what to watch out for
- Share how eBay mobile app launching with the iPhone App Store nearly didn’t happen. eBay was asked to be a launch partner but the mobile team had recently been disbanded by executives for other priorities. This was when most were concluding it wasn’t worth it to invest in “smartphone” apps. It took the foresight of several middle managers at the time that knew we couldn’t pass up this opportunity. Talk about how we “hide” resources for a few months to make it happen. Alan Lewis, Ken Sun, Me (Karlyn Neal) http://alanlewis.typepad.com/weblog/2011/01/ebay-for-iphone-why-it-almost-didnt-happen.html
- Ask for forgiveness not permission - Importance of mid-level leadership @ big companies - MVP can actually be a BETTER product / actually led many to consider how we could simplify the core website experience too - $6B business today
- Ask for forgiveness not permission - Importance of mid-level leadership @ big companies - MVP can actually be a BETTER product / actually led many to consider how we could simplify the core website experience too - $6B business today
- Creativity, Inc. (2014)
- Simon Sinek on starting with the “why”
- Talk about how we’ve modified the lean canvas for large companies Cost – Often reflects the internal resources committed (e.g. 2 engineers for 6 weeks) Revenue – Can benefit an existing product by improving retention Strategic Fit – Why would your board or exec team care about this concept if it took off? Who would champion it there
- Plaxo example also showed that you don’t put all your eggs in one basket. First decision is based on CSV Management. Second decision based on innovation steering committee. Importance of finding a partner to support scaling or incorporation. Mix of products you can scale vs. other that get incorporated How Hack Days can generate ideas which we run every few weeks with a longer one week version each quarter
- Many of remember drawing as kids… I know I really enjoy seeing what my son, 8, draws. So if a child can do it, shouldn’t everyone in this room? And yet as we grow up we learn to tell ourselves that “I’m not good at sketching” but we’re more comparing ourselves to what a professional sketch artist might do. And yet I’ve found that if you democratize sketching and in fact encourage everyone… engineers, business analysts, and not just designers… you’re able iterate and co-create the solution much faster than you would otherwise.
- We even created a comic book in 2008 that was distributed throughout the organization. Not only was it fun… it captured the attention and focus of the organization in a way that bullets on a page never could.
- There’s a full spectrum of ways to integrate sketching into your company. Everything from simple pens (I like Flair) to comic storyboards to it being part of the job description for one person on my team.
- Bill Buxton talks a lot about this concept that as the fidelity increases in fidelity, the cost (both the real cost and opportunity cost) increases.
- Product Vision inspires the MVP Test which ultimately becomes the MVP Live-Data Prototype shows what’s possible today and validates that your proposed concept can work in at least a limited way. Live-Data Prototype ≠ Production Software
- Talk about how we use this methodology to know when to move onto the next stage.
- Comcast ranked #46 ($62B in Revenue, $6B in profits) You probably know Comcast for offering the #1 TV subscription service in the country but over the last few years we’re really now at the Intersection of technology and media. We provide everything from managing the 3rd largest IP network after the DOD and China and with the acquisition of NBCU from GE now dozens of programmers including NBC to Universal Pictures and Parks. I run product management at an Innovation Center for Comcast I helped cofound out in Silicon Valley. But you may be wondering how to get something like that setup at your company so I’ll share 6 pieces of advice. An example from time running user experience design at eBay How we started the Comcast Silicon Valley Innovation Center (from one of its founders) Adaptations of lean at a big company and what to watch out for