1.
1
The Product
Mindset

2.
2
Predicting
the future
is hard.
http://upload.wikimedia.org/wikipedia/commons/0/03/Edison_and_phonograph_edit1.jpg

3.
3
…many plans are built on
projections of future prices
and costs that are almost
invariably wrong
—Michael E. Porter
https://www.flickr.com/photos/worldeconomicforum/5397052359

4.
PROJECT
outputs
scope, time, budget
abstract (work management)
predictive
has a finish
investments promise ROI
PRODUCT
outcomes
continuous value
concrete (an actual thing)
adaptive
ongoing
value drives investment
vs.

5.
NOT THIS KIND OF PRODUCT

6.
PRODUCT
solves
a problem
delivers
a benefit
helps sell
something
else
generates
revenue
features
THE EXPERIENCE
monetisation
components
architecture

7.
THE EXPERIENCE
IS
THE PRODUCT
just a
phone
better
experience
more
features

8.
>130M
Guests Annually30%
Disney’s Total
Annual Revenue
$15B
in Revenue
per Year

9.
It’s a ticket. It’s a
payment mechanism.
It’s an ID. It’s a FastPass.
3000
Extra daily visitors
(due to advanced reservations)
$300,000
Extra sales per day

10.
Amazing technology
and a world-class
experience.
Failed as a
commercial model.

11.
EVERYTHING
IS A HUNCH

12.
MEASURE THE RIGHT THINGS
If a measurement matters at all, it is
because it must have some conceivable
effect on decisions and behavior.
—Douglas W. Hubbard

13.
When we measure
the wrong things…

14.
@davidjbland Inspired by Ash Maurya, Dave McClure and Brant Cooper

15.
15
evolved version of hypothesis template
30
AWARE, INFORMED AND ON-BOARDED
We believe that
Better informing travellers about Tax Free Refund steps and
process
!
Will result in
an increase in repeated usage of the Global Blue app
We will know we’ve succeed when
IN PROTOTYPE REAL
Number of ‘active/engaged’
users increases by
Accuracy of submitted forms
increases by
PLAN
Acquisition
6% 30%

16.
@davidjbland Inspired by Ash Maurya, Dave McClure and Brant Cooper

17.
MAKE DECISIONS BASED ON LEARNING
Don't look for facts or answers — look for
better questions. It's the questions we ask,
and the meaning we explore, that will
generate the insights most useful to strategy.
—Dr. Jason Fox

18.
bit.ly/cog-bias-sheet

19.
Define your beliefs and assumptions
Decide the most important thing to learn
Design experiments that can deliver learning
LEARN HOW TO LEARN

20.
THE
PROBLEM
ASSUMPTION
MODEL
Created by
Jonny Schneider
and Barry O’Reilly

21.
MONDAY
Frame the challenge and
explore some options
TUESDAY Decide what to learn
WEDNESDAY Design the experiments
THURSDAY Conduct the research
FRIDAY
Analyse the results and
decide what next

22.
WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6
orientation 39 intercepts 65 survey
responses
campaign
design
campaign
launch
pilot plan
20 customer
intercepts
5 student
surveys
4 gym
interviews
11 intercepts
10 intercepts

23.
Scaling too early.
http://bit.ly/snapchat-fail

24.
THE RESPONSIVE ORGANISATION
Increasing business agility and customer
value through lean transformation
Fiona Phillips at ThoughtWorks Live,
September 2017

25.
FIRST EXPRESSION
OF A STRATEGY
DESIRED
OUTCOMES

26.
FIRST
STRATEGY
REFINE AND ADAPT
new
discoveries
WORKING SOLUTIONS
do
DELIVERY
check
EXPERIMENTS

27.
AGILE
Build the
thing right
+DESIGN
THINKING
Explore the
problem
LEAN
Build the
right things
+
THREE MINDSETS FOR PRODUCT

28.
Get the ebook for free!
https://thght.works/2z30TAU