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Leading the Product 2017 - Ken Chin

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Title: A Product Managers Guide to Influence without Authority.
Presented at Leading the Product 2017 - Melbourne

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Leading the Product 2017 - Ken Chin

  1. 1. Leading The Product 2017 Speaker Slides Melbourne, Australia Ken Chin SEEK For more information go to www.leadingtheproduct.com
  2. 2. Influence A Product Managers Guide Kenneth Chin Chief Product Officer SEEK Asia
  3. 3. F r u s t r a t i o n 3
  4. 4. Influence A Product Managers Guide Kenneth Chin Chief Product Officer SEEK Asia ⌵
  5. 5. S e t t i n g u p t e a m s f o r s u c c e s s
  6. 6. 8 Personal Influence
  7. 7. 9 Strategic Influence Structural Influence
  8. 8. 10 Strategic Influence How Design Can Influence Strategy
  9. 9. F r u s t r a t i o n 11
  10. 10. Customer Led vs Business Led Design teams Strategy teams Start-ups Enterprise Customer Problem Growth / Defensibility Ethnographic Research Data / Trends 12
  11. 11. Customer Led vs Business Led Design teams Strategy teams Start-ups Enterprise Customer Problem Growth / Defensibility Ethnographic Research Data / Trends Empathy Analytical 13
  12. 12. Customer vs Business Value CustomerValue Business Value High Low Low High Struggle to Monetize Successful Products Avoid Struggle to Scale ✓? ✗ ?
  13. 13. Design is a Spectrum 15
  14. 14. Lean Canvas Strategic Design Customer Discovery • Who is the customer • What are their needs • What is our value proposition • Possible Solutions 16
  15. 15. Strategic Design Frames Product Strategy “Are we solving the right customer problem in the first place?” 17
  16. 16. Don’t fight it. Don’t expect them to know 18
  17. 17. Jobs to Be Done A tool for reframing strategic design as a core element of strategy 19
  18. 18. Customer vs Business Value CustomerValue Business Value High Low Low High Struggle to Monetize Successful Products Avoid Struggle to Scale ✓? ✗ ?
  19. 19. Jobs to Be Done Why is it effective? 21 Customer Focus Strategy Designing Customer Value Proposition Is Strategic
  20. 20. Jobs to Be Done Introducing it to the organisation 22
  21. 21. Strategic Influence An ongoing journey 23
  22. 22. 24 Structural Influence Providing a structure and framework in which product decisions are made
  23. 23. 25 SEEK Asia Hong Kong, Vietnam, Thailand, Philippines, Malaysia, Singapore & Indonesia
  24. 24. First Restructure Initiative Teams 26
  25. 25. Second Restructure Fixed Capacity Model • Constrain WIP • Fixed number of teams • Standard size teams • Domain & Initiative teams Enterprise Backlog • Force trade-off decisions • Agile Portfolio Planning • Collaborative but CPO has final call Flow the work through the teams, Instead of assigning teams to the work
  26. 26. How did we implement Leadership • Very little objection to a clear plan with defined benefits • Restructuring the Product Delivery Group was within our remit Execution • Transition to new structure by location over 9-10 months • Co-ordinated across the Product Delivery Leadership team • Defining the domains with the teams was the most difficult part 28
  27. 27. SEEK Asia Team Structure 16 Product Delivery Teams Candidate Hirer Initiative Platform 4 Teams 3 Teams 6 Teams 3 Teams Candidate & Hirer domain teams optimise the customer experience, have clear KPI’s & metrics & manage their own backlog Initiative teams burn down on the Enterprise Backlog. Generally they are implementing larger initiatives that could span across domains
  28. 28. SEEK Asia Enterprise Backlog FY2018 # Initiative Description Objective Customer Value* Business Value* Estimated Effort** Status^ 1 2 3 4 5 6 7 8 9 10 11 12
  29. 29. S e t t i n g u p t e a m s f o r s u c c e s s
  30. 30. 32

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