Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Inga Latham - Relationship Status: It's complicated


Published on

Leading the Product speaker Inga Latham talks about "Managing products in a global company with distributed teams"

For the blog post that goes with this presentation and more speaker talks go to:

Published in: Business
  • Be the first to comment

  • Be the first to like this

Inga Latham - Relationship Status: It's complicated

  1. 1. Relationship status: "It's complicated" Managing products in a global company with distributed teams Inga Latham CPO, SiteMinder
  2. 2. 1. Assume you know nothing 2. Get context 4 Steps to world domination 3. Put your building blocks in place 4. Iterate
  3. 3. “What does she know?”
  4. 4. OPODO. HQ LON Paris. Hamburg. Agency UK. Agency (DEV) IN.
  5. 5. Yahoo/Kelkoo. HQ 2 Paris Denmark. Norway. France. Sweden. Germany. Ireland. Spain. Italy. DEV Grenoble. DEV London. HQ 1 London
  6. 6. LMN/TVL. HQ DALLAS London. Paris. Barcelona. Sydney. Singapore. DEV BUE. DEV NYC. DEV LON. DEV DALLAS.
  7. 7. TM. HQ 2 LON Denmark. Belgium. Canada. Netherlands. Germany. Poland. Sweden. France. Ireland. Switzerland. Spain. Australia. Greece. Norway. USA. Czech Republic. Finland. New Zealand. DEV Quebec. DEV LAX. DEV LON. DEV Gothenburg. DEV Poland. DEV Stoke. DEV Virginia. HQ 1 LAXItaly. UAE.
  8. 8. SiteMinder. HQ Sydney Asia S&S Bangkok. EMEA HQ London. EMEA S&S Galway. Amers S&S Dallas. DEV Sydney. DEV Kitrum.
  9. 9. 1. Assume you know nothing...
  10. 10. It’s Complicated, Complex & Occasionally Chaotic… Cynefin Framework. Dave Snowden Complex Probe Sense Respond Emergent Practice Chaos Act Sense Respond Novel Practice Complicated Sense Analyse Respond Good Practice Simple Sense Categorise Respond Best Practice Disorder Sense & Respond. Jeff Gothelf & Josh Seiden (Authors of Lean UX)
  11. 11. 2. Get Context
  12. 12. + What does the organisation look like? How has it evolved? + Are you on the Sun (HQ), a Planet (key market/team) or are you on a Moon (satellite office)? + Where is everyone located? + What is the team there for? + What do people think the team is there for? + Who ran the show before? + What is the current op model?
  13. 13. 3. The Building Blocks
  14. 14. + The Product Org. + The Roadmap. + The Process. + The Metrics. + The Relationships….
  15. 15. + What does product “do” here? + Who does product report to? + What is the Regional Representation? The Product Org + How is the product portfolio carved up? + Who is in the Product Org?
  16. 16. The Roadmap + 2-5 year strategic vision + 12 month roadmap with quarterly planning/commitments + Roadmap inputs ० Strategy, Competitors, Markets, Customers, Technology ० Universally accepted prioritisation drivers + Quarterly “roadmap” events for communicating commitments & seeking inputs with markets + Quarterly “inception” events with development teams + Monthly updates + Release communications (push & pull)
  17. 17. Research & Discovery Q1 Research & Discovery Q2 Research & Discovery Q3 Research & Discovery Q4 Delivery Q1 Delivery Q2 Delivery Q3 Delivery Q4 Measure & Learn Q1 Measure & Learn Q2 Measure & Learn Q3 Q0 Q1 Q2 Q3 Q4 Planning Staircase
  18. 18. Planning Onion
  19. 19. + There can only be one - no country-specific roadmaps please! + Get countries & departments to prioritise their requests Roadmap Pro-Tips + Using universally accepted prioritisation drivers, prioritise ruthlessly + There will always be a “Marquee Client”
  20. 20. The Process Research: Gather all the information available - desk, customer, staff, competitor & comparative research & any quantitative data available Design: A strong DT-led process & involving a cross-functional team from across the org (yes, from multiple geographies too!) Delivery & Launch: A clear process with tracking & accountability. How to communicate to the org? How to communicate to customers? Evaluate - Measure & learn: Piloting & experimenting
  21. 21. + Start with the Sausage Factory. Shipping gives you credibility, especially with people who don’t see you every day… + Create positive visibility Process Pro-Tips + Know the difference between Localisation vs Translation + Proxy POs on site if development teams are distributed + Iterate or stagnate = continuous improvement
  22. 22. KYP = Know Your Product ० Product purpose & key metric ० Business metrics ० Customer metrics ० Application health metrics ० Non-functionals… The Metrics + Create product-specific goals & individual KPIs that roll up to these to cement the link for the teams.
  23. 23. + Get to know everyone + ID influencers & engage OFTEN + Create positive visibility The Relationships + Have a mole in each location + Collaboration vs cooperation + Know the cultural differences
  24. 24. The Relationships Pro-Tip + There is one KEY relationship ० The Holy Trinity ० The Triad ० The Three-legged Stool
  25. 25. + Structure your time + Be consistent - with your time & with how you show up every day + Favour face-to-face or voice comms over email + Regularly inspect & measure what people are doing Product Leader Pro-Tips + The Product Org = Your Product + Use “The Process” & design a team that meets the objectives what of the business needs Product to be
  26. 26. 4. Iterate: Sensing & Respond Sense – Listen/Observe: ० The teams/markets ० Customers ० Your Product Team ० Your peers Respond: ० Create a “Voice” for Product ० Ensure the Roadmap reflects the inputs you have been given
  27. 27. 1. Assume you know nothing 2. Get context 3. Put your building blocks in place 4. Iterate 5. Keep your sense of humour! 6. Develop a thick skin 4 Steps to world domination & 2 for sanity
  28. 28. It’s mostly complicated. It’s a little bit complex. It’s very occasionally simple & seldom truly chaotic. It’ll be tough. It’ll be uncomfortable. But I promise you, you’ll learn every day & ... IIt’ll be fun!!