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Transforming to a product led company by Josh Centner

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Product transformation is easy and everyone in our organisation is both excited and happy to be on the journey….

This sounds far fetched but it is the reality at PageUp. Our speaker, Josh Centner, Head of Product will walk through the journey of PageUp - a successful Melbourne based software company and how they went from a custom software house to a fast paced, customer focused product company.

Josh will cover their approach to introducing organisational transformation and how the organisation combined the best of Design Thinking and Lean Startup to revolutionise the structure, process and mindset that drives strategy, operations and product development practices.

We will hear about structure, culture and process along with what PageUp did with all 3 and what you can take from their experience.

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Transforming to a product led company by Josh Centner

  1. 1. Running a successful transformation to be a product led company PageUps journey to successfully implement a cutting edge approach to product development and innovation
  2. 2. Our new approach to product innovation The PageUp story so far What we learned along the way Agenda
  3. 3. PageUps Journey So Far
  4. 4. 360 310 260 210 160 110 60 0 2009 2012 20201997 2003 Decision made to transform product development structure and practices. In 2020 Product now a full talent management suite. Dev operating as feature teams driven by sales In 2009 Global expansion. Team specialisation as one person can no longer do & be across everything. In 2003 PageUp founded - provider of custom software solutions. Developers do everything end-to-end. In 1997 VC raise accelerates growth. Growing pains from legacy code and large product surface area. In 2012 TimelineCustomers
  5. 5. Key Problems External rate of change Internal rate of change Loss in competitiveness
  6. 6. Key Problems External rate of change Internal rate of change Loss in competitiveness
  7. 7. Pain points Alignment & autonomy Separation of strategy and dev Dev, sales, ops and marketing disconnect People Holding each other accountable
  8. 8. Pain points Managing legacy code Context switching Low user research capabilities Alignment & autonomy Separation of strategy and dev Dev, sales, ops and marketing disconnect Metrics focus People Process Holding each other accountable
  9. 9. Pain points Managing legacy code Context switching Low user research capabilities Alignment & autonomy Separation of strategy and dev Dev, sales, ops and marketing disconnect Metrics focus People Process Holding each other accountable Strategy Retention Lack of story Growth Not actionable
  10. 10. So what does a transformation look like
  11. 11. Transformation Components ProcessPeople Strategy
  12. 12. Transformation Components ProcessPeople Strategy Culture Team Structure Capability Uplift
  13. 13. Transformation Components ProcessPeople Strategy Culture Team Structure Capability Uplift Research Innovation and Experimentation Development and Launch
  14. 14. Transformation Components ProcessPeople Strategy Culture Team Structure Capability Uplift Investment pproach Product Strategy Research Innovation and experimentation Development and Launch
  15. 15. Structure
  16. 16. Pre-Transformation Feature Teams Feature teamFeature team Feature team Feature team Sales Requests Customer Requests Value Value
  17. 17. Leadership team Product Objective Team Objective Mission teams in a low complexity organisation MissionTeam MissionTeam MissionTeam MissionTeam
  18. 18. Leadership team Value Stream Stream Leadership MissionTeam MissionTeam MissionTeam MissionTeam Value Stream Stream Leadership MissionTeam MissionTeam MissionTeam MissionTeam Product Objective Team Objective Strategic Objective Mission Teams at Scale
  19. 19. Leadership team Value Stream Stream Leadership MissionTeam MissionTeam MissionTeam MissionTeam Product Objective Team Objective Strategic Objective Post Transformation Structure Product Innovation Framework }
  20. 20. Sales Marketing Ops & Support Cross-functional value streams All people required to deliver value are part of the team Dev Research & Design Product
  21. 21. Culture
  22. 22. Talent Acquisition Stream Values We choose to have difficult conversations and put our teams wellbeing above our own discomfort
  23. 23. 5 Dysfunctions of a team
  24. 24. Capability Uplift
  25. 25. Key components for capability uplift All people inc. leadership attend training Put training into action ASAP Strong coaching support Active feedback and support framework
  26. 26. Process and Approach
  27. 27. Inspiration Ideation Empathise Define Design Experiment Specific solutionGeneral problem statement Build the right thing
  28. 28. Build the thing right Learn Measure Build
  29. 29. Find the problem worth solving Discover the solution worth investing in Validate the solution with real users Build, launch and iterate! Scope Research & Focus Test & Learn ImplementIdeate PageUp’s Product Strategy PageUp Customer Centric Innovation Process
  30. 30. Soft Launch DEVELOPMENTEXPERIMENTATION LAUNCH Experiment Post LaunchEarly Access Not Viable Focus on learning Viable Prioritise learning over value Viable Focus on value Not Viable Focus on learning Full Launch Access to all customers
  31. 31. Referral Revenue Retention Activation Acquisition Team Member
  32. 32. Key principles Research led Metrics driven Collaborative & Iterative Design Development & Launch Consistent Investment focused Prioritisation Objective Inclusive
  33. 33. Metrics are the ultimate boss
  34. 34. Delivery metrics Speed Output Cost Predictability Sustainability
  35. 35. Product metrics Happiness Engagement Adoption Retention Task Success
  36. 36. Aligned business objectives to customer/user metrics Revenue Profit Ops and Sales Cost Product Dev Marketing Retention Growth Referrals Customer Satisfaction Product Innovation e.g. Automated candidate matching Task Success Completion Rate Complaints & Feedback Speed to complete LAGGING INDICATORS Clear quarterly impact LEADING INDICATORS Clear weekly impact
  37. 37. Investing in risk (and risk mitigation)
  38. 38. Two part investment strategy
  39. 39. Two part investment strategy Accelerate
  40. 40. Two part investment strategy Accelerate Enable
  41. 41. Product Strategy - your compelling boundaries
  42. 42. Under attack Our story so far Purpose of this strategy Markets and Customers Deepening our competitive advantage Strategy Components - Telling the story
  43. 43. PageUp Product Vision Themes Revolutionary Something It’s totally revolutionary Disruptive Something Automating something to do something special Market Something Step 1: Build the thing Step 2: ??? Step 3: Profit
  44. 44. Summing it up
  45. 45. Process Research led Metrics driven Collaborative & Iterative Strategy Investment approach Compelling story People Culture Team Structure Capability Uplift What we covered
  46. 46. Key lessons (what I would do better)
  47. 47. Have the metrics sorted before commencing a transformation
  48. 48. Baseline skills needed for the new world and put a comprehensive, long term coaching plan in place
  49. 49. Have a strong and engaging product strategy ready to go to ensure alignment and enable effective autonomy
  50. 50. Thank You Josh Centner - Head of Product and Delivery joshcentner

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