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Lessons learned becoming a Product-Centric Organisation

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Lessons learned becoming a Product-Centric Organisation

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Description

This talk shares 5 Patterns and Anti-Patterns experienced transforming a global financial organisation.

Transcript

  1. 1. Lessons Learned Becoming a Product-Centric Organisation Toby Sinclair Executive Director - Strategy and Transformation Any opinions or personal views expressed are my own and not those of JPMC
  2. 2. Context ● 1,500 People ● Technology Organisation ● Customers mainly Internal Employees ● 40+ “Products” ● The Why? ○ Improvement to Customer Satisfaction ○ Reduce Delivery Time ● 3 Year Journey
  3. 3. Key Takeaway: How Product definition influences organisational effectiveness
  4. 4. Anti-Patterns Anti-patterns are common solutions to common problems where the solution is ineffective and may result in undesired consequences. Patterns A pattern is a repeatedly applicable solution to a problem that arises in a specific context.
  5. 5. Anti-Pattern: Product = Application
  6. 6. Pattern: Product = Customer Need
  7. 7. Anti-Pattern: Structure drives Product
  8. 8. Pattern: Product drives Structure
  9. 9. Focus on getting the first two patterns right…. Product = Customer Need Product Drives Structure
  10. 10. Anti-Pattern: Technology Product Managers
  11. 11. Pattern: Product “People”
  12. 12. Anti-Pattern: Product Person as Mini-CEO
  13. 13. Pattern: Product Partnership
  14. 14. Anti-Pattern: Technology Backlog
  15. 15. Pattern: Product Backlog
  16. 16. Anti-Patterns Product = Application Structure Drives Product Technology Product Managers Product Person as Mini-CEO Technology Backlog Patterns Product = Customer Need Product Drives Structure Product “People” Product Partnership Product Backlog
  17. 17. Patterns expressed in a sequence of steps: 1. Define your Product in terms of a broad customer need 2. Design a structure that aligns to this broader customer need and is adaptive to respond to customer changes 3. Hire or Develop Product Management Professionals to do Product roles 4. Focus on building strong relationships between Product, Engineering and other key stakeholders 5. Establish a Product Backlog that contains mainly items described based upon value they provide customers
  18. 18. The Result ● 3 Products ○ Collaboration and Communication ○ Workplace ○ Engagement ● 2 Support Groups ○ Help Desk ○ Workplace Services (Physical Installs) ● Outcomes: ○ Fewer, more empowered Product People ○ Increased Customer Satisfaction (NPS) ○ Reduced Duplication ○ Reduced Delivery Time
  19. 19. Focus on getting the first two patterns right…. Product = Customer Need Product Drives Structure

Description

This talk shares 5 Patterns and Anti-Patterns experienced transforming a global financial organisation.

Transcript

  1. 1. Lessons Learned Becoming a Product-Centric Organisation Toby Sinclair Executive Director - Strategy and Transformation Any opinions or personal views expressed are my own and not those of JPMC
  2. 2. Context ● 1,500 People ● Technology Organisation ● Customers mainly Internal Employees ● 40+ “Products” ● The Why? ○ Improvement to Customer Satisfaction ○ Reduce Delivery Time ● 3 Year Journey
  3. 3. Key Takeaway: How Product definition influences organisational effectiveness
  4. 4. Anti-Patterns Anti-patterns are common solutions to common problems where the solution is ineffective and may result in undesired consequences. Patterns A pattern is a repeatedly applicable solution to a problem that arises in a specific context.
  5. 5. Anti-Pattern: Product = Application
  6. 6. Pattern: Product = Customer Need
  7. 7. Anti-Pattern: Structure drives Product
  8. 8. Pattern: Product drives Structure
  9. 9. Focus on getting the first two patterns right…. Product = Customer Need Product Drives Structure
  10. 10. Anti-Pattern: Technology Product Managers
  11. 11. Pattern: Product “People”
  12. 12. Anti-Pattern: Product Person as Mini-CEO
  13. 13. Pattern: Product Partnership
  14. 14. Anti-Pattern: Technology Backlog
  15. 15. Pattern: Product Backlog
  16. 16. Anti-Patterns Product = Application Structure Drives Product Technology Product Managers Product Person as Mini-CEO Technology Backlog Patterns Product = Customer Need Product Drives Structure Product “People” Product Partnership Product Backlog
  17. 17. Patterns expressed in a sequence of steps: 1. Define your Product in terms of a broad customer need 2. Design a structure that aligns to this broader customer need and is adaptive to respond to customer changes 3. Hire or Develop Product Management Professionals to do Product roles 4. Focus on building strong relationships between Product, Engineering and other key stakeholders 5. Establish a Product Backlog that contains mainly items described based upon value they provide customers
  18. 18. The Result ● 3 Products ○ Collaboration and Communication ○ Workplace ○ Engagement ● 2 Support Groups ○ Help Desk ○ Workplace Services (Physical Installs) ● Outcomes: ○ Fewer, more empowered Product People ○ Increased Customer Satisfaction (NPS) ○ Reduced Duplication ○ Reduced Delivery Time
  19. 19. Focus on getting the first two patterns right…. Product = Customer Need Product Drives Structure

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