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Autonomie et alignement : comment orchestrer son département produit à l’Américaine ? par Jobteaser

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Présentation faite par Arthur Rougier - VP Product, Cyril Di Giola - Head of Product, Raphaelle Coudin - Product Manager @Jobteaser.

Sujet : Autonomie et alignement : comment orchestrer son département produit à l’Américaine ?

Souvent en France, les PMs sont encore trop assimilés à des Project Managers, passant plus de temps dans JIRA qu’avec leurs utilisateurs, et devant se dépatouiller avec des roadmaps dictées par l'exécutif. Nous allons vous présenter comment chez JobTeaser, même dans un contexte d’hyper-croissance avec une vraie hiérarchie dans l'équipe, nous aspirons à créer une culture d’autonomie avec des PMs vrais « CEO » de leurs produits.

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Autonomie et alignement : comment orchestrer son département produit à l’Américaine ? par Jobteaser

  1. 1. 1 Autonomie et alignement : comment orchestrer son département produit à l’Américaine? 17 / 09 / 2019
  2. 2. We prepare the new generation to reach their full potential, embrace the future with optimism and make their mark in the world ONE MISSION, ONE LOVE
  3. 3. 70 000 companies 600 Universities +2.5 M students
  4. 4. 4 B2C on Innovative Product MISSION DRIVEN We prepare the new generation to reach their full potential, embrace the future with optimism and make their mark in the world +
  5. 5. 5 What is the CPO doing ?
  6. 6. 6 1 - Making sure Company Goals are crystal clear
  7. 7. JOBTEASER GOLDEN CIRCLE WHY HOW WHAT
  8. 8. JOBTEASER GOLDEN CIRCLE WHY HOW WHAT 1 - THE MISSION Prepare the new generation to reach their full potential, embrace the future with optimism and make their mark in the world.
  9. 9. JOBTEASER GOLDEN CIRCLE WHY HOW WHAT 1 - THE MISSION Prepare the new generation to reach their full potential, embrace the future with optimism and make their mark in the world. Coach the millenials so they find their dream jobs in 3 steps : 1) raise self awareness 2) develop themselves 3) land the right job 2 - THE JOB TO BE DONE
  10. 10. JOBTEASER GOLDEN CIRCLE WHY HOW WHAT 3 - THE PRODUCT VISION “The world biggest career service" 🔮 Vision statement future we are shaping 3-5 yo 🎯 Product Strategy the big milestones to get there 🎶 Product principles 1 - THE MISSION Prepare the new generation to reach their full potential, embrace the future with optimism and make their mark in the world. Coach the millenials so they find their dream jobs in 3 steps : 1) raise self awareness 2) develop themselves 3) land the right job 2 - THE JOB TO BE DONE 💡 TO DO 3, YOU NEED 1 AND 2 ;)
  11. 11. 11 2 - Defining Product Vision in 3 deliverables
  12. 12. 3 -Measure your progress with a roadmap yearly OKRs 15
  13. 13. 👌 INFORMATION IS POWER. WORK WITH EXECS TO CLARIFY COMPANY GOALS AND SHARE IT TO THE TEAM. 👌 BUT IT’S NOT SUFFICIENT : YOU HAVE TO SHAPE IT INTO A MEMORABLE STORY. I GAVE YOU SOME TOOLs HERE ;). 👌 ALL IN ALL, AS A CPO, YOU ARE A STORYTELLER. KEY TAKEAWAYS
  14. 14. 22 To accomplish great things, we must not only act but also dream, not only plan, but also believe.
  15. 15. 23 What about the Head of Product ?
  16. 16. 24 Hire The best possible team (the most important part of the job!) Define Tribe objectives, organization, and strategy “Strategy is a framework to help team members at every level make the right decisions” Coach PMs to help them grow and maximize their impact as squad leaders The Head of Product’s job
  17. 17. 25 The Head of Product’s job Hire The best possible team (the most important part of the job!) Define Tribe objectives, organization, and strategy “Strategy is a framework to help team members at every level make the right decisions” Coach PMs to help them grow and maximize their impact as squad leaders
  18. 18. Mission Tribe OKR Empower students to complete their Universal Journey on JobTeaser x 10 student valuable actions HoP: “Hey I think we can help!” 2020 JobTeaser Yearly OKRs A long-term mission
  19. 19. 27 Our North Star Metric: # of student valuable actions per month Any student action that shows we are creating value for them while putting us in a position to create value for companies e.g. “number of offer searches run by students” 1 - Defining the Mission Tribe’s 2020 objective
  20. 20. 28 Our golden rules for tribe organization 1 - Our squads are defined by the impact they should have on their users, not by functional ownership 2 - Squad scopes should be aligned with value vehicles (as much as possible) to minimize dependencies 2 - Defining the tribe’s organization 3 - Squad objectives should clearly relate to the Tribe’s north star
  21. 21. 29 = Acquisition Retention Registered students X Valuable actions MAU x Months X MAU Registered students Activation Our North Star Metric: # of student valuable actions per month 2 - Defining the tribe’s organization
  22. 22. Persona 3 Persona 1 Persona 2 Value prop 3 egistered students UserV.A. MAUxMonths X Value prop 1 Value prop 2 ● v.v (squad) 2 ● v.v (squad) 3 MAU Registered X Personae Value prop Value vehicles Enablers enabler squad 1 ● v.v (squad) 1 ● v.v (squad) 4 Value prop 4 enabler squad 2
  23. 23. 31 Our golden rules for tribe strategy 1 - The tribe strategy has to be built collaboratively with all squad leaders 2 - The goal is to create alignment and provide context, NOT agree on a schedule to deliver features 2 - Defining the tribe’s strategy “Strategy is about creating a framework for all team members to make the right decisions at every level” Someone in a book
  24. 24. 👌 The head of product is in charge of defining actionable objectives for their tribe, aligned with company OKRs 👌 Squad scopes are siloed by value vehicle in order to maximize impact and minimize dependencies 👌 “Strategy” at tribe level is about creating coherence between squads and giving them enough context so they can take the right decisions at their own level KEY TAKEAWAYS
  25. 25. 33 And the Product Manager? From feature teams to impact teams
  26. 26. 34 ANNUAL SQUAD OKR Obj. Match young talents with enterprises KR x2 applications on full-time jobs
  27. 27. STARTING WITH OKRs Setup week - Stakeholders - OKRs / quarter - one pager 35
  28. 28. VALUE OVER FEATURES 36
  29. 29. In order to create value, the product vision must precede development. 37
  30. 30. Discovery 38 BUILDING THE PRODUCT VISION Delivery
  31. 31. TECHNICAL DEBT vs. OKRS Test hypothesis through POC contract 39
  32. 32. 40 C O M M U N I T I E S
  33. 33. 👌 TO CREATE VALUE, THE PRODUCT VISION MUST PRECEDE DEVELOPMENT 👌 TO DEVELOP THE RIGHT PRODUCT THAT WILL ACTIVATE YOUR USERS, DE-RISKING THROUGH DISCOVERY IS KEY 👌 HANDLE TECHNICAL DEBT AND AGILITY THROUGH CLEAR CONTRACTS BETWEEN DEVELOPERS AND PMs. KEY TAKEAWAYS

Présentation faite par Arthur Rougier - VP Product, Cyril Di Giola - Head of Product, Raphaelle Coudin - Product Manager @Jobteaser. Sujet : Autonomie et alignement : comment orchestrer son département produit à l’Américaine ? Souvent en France, les PMs sont encore trop assimilés à des Project Managers, passant plus de temps dans JIRA qu’avec leurs utilisateurs, et devant se dépatouiller avec des roadmaps dictées par l'exécutif. Nous allons vous présenter comment chez JobTeaser, même dans un contexte d’hyper-croissance avec une vraie hiérarchie dans l'équipe, nous aspirons à créer une culture d’autonomie avec des PMs vrais « CEO » de leurs produits.

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