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High output product managers

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Rethinking how product managers should think about their jobs inspired by Andy Grove's High Output Management.

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High output product managers

  1. 1. High Output Product Managers Todd Olson CEO Pendo
  2. 2. A little about me... CEO/Co-founder, Pendo VP Product, Rally Software President, 6th Sense Analytics Chief Scientist, Borland Software …. @tolson
  3. 3. What is Pendo? 3 ANALYTICS Capture ALL user behavior in your application FEEDBACK Survey users in-app for incredibly relevant input GUIDANCE Deliver contextual help to simplify the user experience A New Path to Product Success www.pendo.io
  4. 4. Product Managers Don’t DO Anything
  5. 5. Can’t really measure it
  6. 6. Dan Schmidt, Quora
  7. 7. A manager’s output = The output of his organization + The output of neighboring organizations under his influence
  8. 8. Neighboring Organizations Produc t Engineering Customer Success / Support Sales Marketing
  9. 9. Product Managers are know-how managers and “[their] potential for influencing neighboring organizations is enormous.”
  10. 10. Output of Neighboring Organizations Organization Output Engineering Quality Software Product Marketing Marketing collateral, leads Sales Revenue Customer Success Renewals / Upsells Support Resolved tickets, happy customers
  11. 11. A manager’s output = L1 * A1 + L2 * A2 + L3 * A3 … where... A = activity and L = leverage of the activity
  12. 12. 3 Kinds of Manager Activity 1. Collect Information a. Market, customers, product info, competition 2. Share Information a. Market, customers, product info, competition 3. Make Decisions a. Product prioritization, roadmap
  13. 13. Focus on High Leverage Activities t An action that affects many people / organizations An action that affects people over a long time
  14. 14. For example...a Authoring a Single User Story
  15. 15. Product Management Activities in Engineering
  16. 16. An estimated 1 million technology jobs will go unfilled by 2020, according to a report put forth by Microsoft in 2012. Publications like The Wall Street Journal and even the White House repeatedly cite this projection, ringing a nationwide alarm of a severe shortage in technical talent.
  17. 17. Reduce Requirements Defects The source of requirements defects is insufficient collecting and insufficient sharing of information.
  18. 18. Build Features that are Used Are you done-done? Are customers trying it? Which? Do they continue using it after they started using it? Did it deliver the intended value?
  19. 19. Follow-up and Collect Information “Great tool for notification about next releases in product. Keep up the good work guys!” - Customer 1 “not bad but they would be cooler if they didn't overlap the top of the page and instead added padding or margin to the top of the body” - Customer 2 “I want the option to push the entire content down if it is top positioned. Not just overlay from the top of the browser window.” - Customer 3 Features can have a very long shelf-life affecting lots of people over lots of time. Get it right!
  20. 20. Build High-Leverage Features What can we build that enables others to innovate? APIs? Integrations? Partners?
  21. 21. Product Management Activities Outside Development
  22. 22. Support What are the top type of requests? What takes the most time to resolve? Are requests increasing or decreasing? Are certain types of customers more apt to submit a ticket? Is support fully up to speed on the latest features? Collecting information. Sharing information.
  23. 23. Customer / User Churn Are visitors who start with our product sticking with it? Are customers who start with our product sticking with it? How much did it cost to acquire each customer / user? Why are they churning?
  24. 24. Optimizing the Sales Funnel
  25. 25. Marketing Market knowledge Product expertise Who are the best leads? What personas? How do we reach these people? Collecting information Sharing information.
  26. 26. Sales Coach Competitive win/loss Overcoming objections Pricing / Packaging Collecting information Sharing information.
  27. 27. And report on the results Organization Problem Activity Results Sales Losing early in the sales cycle to competitor XX based on the ability of YY. Went deeper in XX to discover more differentiation (collect info), built YY (made decision), and update sell against sheet (share info) Competitive win rate against XX increase 100%. Sales / Marketing Churning a bunch of prospects early in trial Went deeper to understand the type of customer, found we were attracting to the wrong type of customer (collect info) hence their expectations were incorrect. Work with marketing to adjust targets and messaging. Reduce prospect churn by 50%.
  28. 28. Transition your thinking... Own the vision Build the roadmap Write the stories Share your know-how across the organization to help it increase its output.
  29. 29. ? What are the Highest Leverage Activities you can do TODAY in your Organization?
  30. 30. Questions?

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