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PM Skills & Toolkit for Driving Customer-Focused Teams

Product School
Product School
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From this presentation you will learn the skills and tools you will need to create and support a great innovative team of professionals.

PM Skills & Toolkit for Driving Customer-Focused Teams

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PM Skills & Toolkit for Driving Customer-Focused Teams

  • 1. www.productschool.com PM Skills & Toolkit for Driving Customer-Focused Teams
  • 2. FREE INVITE Join 30,000+ Product Managers on

  • 3. COURSES Product Management Learn the skills you need to land a product manager job
  • 4. COURSES Coding for Managers Build a website and gain the technical knowledge to lead software engineers
  • 5. COURSES Data Analytics for Managers Learn the skills to understand web analytics, SQL and machine learning concepts
  • 6. COURSES Digital Marketing for Managers Learn how to acquire more users and convert them into clients
  • 7. Prem Kumar G SPEAKER FOR THE EVENING
  • 9. 49 % UnplannedPlanned 51% PLANNED VS UNPLANNED 40 % 34 % Working out what is the right product Helping to sell the product Helping to deliver the product 26% PRODUCT ACTIVITIES 47 % Post-launchPre-launch 53% STAGE OF LIFE CYCLE Grey ownership 56 % Covering othersMy responsibility 17% ACTIVITY OWNERSHIP What PMs Think They Do? Source: Product focus – Industry Survey 2018 PM
  • 11. Product Activities Quantifiable Skills PM Key Skills Quantifiable
  • 12. Cognitive Skills Influence without Authority Building Trust The Art of Decision Making Effective Communication PM Key Skills Quantifiable Cognitive
  • 13. ENGINEERING SALES UX EXECUTIVE TEAM PMs SALES MARKETING PM Key Skills Quantifiable Influence Without Authority Cognitive
  • 14. Inspire team to share your vision PM Key Skills Quantifiable Influence Without Authority Cognitive
  • 15. Help them address those in alignment with your product goals Understand Other’s Motivation Empathize their Struggle Know their Objective Career Development Goals Make their problems your own PM Key Skills Quantifiable Influence Without Authority Cognitive
  • 16. PM Key Skills Quantifiable Influence Without Authority Cognitive Invest in relationships
  • 17. The Art of Decision Making • Establish as curator and the creator of ideas Ideas can come from anyone from the team. Curate the ideas and bubble up to the top • Make team’s opinion feel heard Do not immediately shoot down ideas you don’t agree with Make yourself accessible to hearing ideas from the team • Communicate the DM process Make sure the team understands the decision making process Make it clear to the team what the decision is, the reasoning behind it • Favor decisions today over tomorrow Decisions today can move the product forward and reduce speed of execution PM Key Skills Quantifiable Influence Without Authority Decision MakingCognitive
  • 18. Vision Lead Listen Understand Communicate Contribute How can you Build Trust Clear goal for the team Ensure team understands Use Reports to keep leaders in loop Be clear and focused with the plan Own the plan Be transparent Listen to your customers Make feel team members are heard Ensure team getting valuable feedback from customers, leaders & partners Understand other team’s work and how does it impact Cross team relationship Visibility on overall business Communicate clearly Use data to back your plan Constant lookout to contribute Roadmap, Prioritization Understand the needs of Stakeholders PM Key Skills Quantifiable Influence Without Authority Decision MakingCognitive Building Trust
  • 19. Mastering Effective Communication • Vision Communicate the audience you are targeting The distinct problem you are solving The unique solution by which you’ll win the market • Execution Agile activities Weekly/Monthly Report Weekly/Monthly Demo • Listen first • Meetings with clear agenda PM Key Skills Quantifiable Influence Without Authority Decision MakingCognitive Building Trust Effective Communication
  • 20. Mary Rosen SPEAKER FOR THE EVENING
  • 21. © 2018 PayPal Inc. Confidential and proprietary. Tools for Product Managers Mary Rosen, Director of Product Management - PayPal January 25, 2019
  • 22. © 2018 PayPal Inc. Confidential and proprietary. What is a Product Manager? “not a manager of people, so much as a manager of ideas”
  • 23. © 2018 PayPal Inc. Confidential and proprietary. Case Study: 
 Design for Delight at Intuit
  • 24. © 2018 PayPal Inc. Confidential and proprietary.
  • 25. © 2018 PayPal Inc. Confidential and proprietary. Customer Driven Innovation Positive Emotion Ease No friction in doing Customer Benefit Solving an important customer problem
  • 27. Design for Delight Evoking positive emotion by going beyond customer expectations in delivering ease and benefit ...so people buy more and tell others about their experience
  • 28. TO: Designing for Delight
 (aka Design Thinking)
 FROM: Traditional 
 Thinking
 Flawless planning Avoid failure Rigorous analysis Presentations Arm’s length customer research Periodic Thinking Enlightened TRIAL & ERROR Fail FAST Rigorous TESTING Lightweight EXPERIMENTS DEEP CUSTOMER IMMERSION CONTINUOUS DOING
  • 29. FROM: Traditional 
 Thinking
 4 + 4 = 8 TO: Designing for Delight
 (aka Design Thinking)
 8 = 4 + 4 2 + 6 12 – 4 4 x 2 24 / 3 Discovery of what is “right”. The so-called “correct” answer Discovery of what WORKS. An infinity of POSSIBLE answers
  • 31. © 2018 PayPal Inc. Confidential and proprietary. The What and the How
  • 32. © 2018 PayPal Inc. Confidential and proprietary. Brainstorming
 
 FOG – Facts, Observations, Guess
  • 34. Brainstorming Goal: uncovering new ideas and approaches to solving a specific customer problem
  • 35. Set Up Location & set up matters. Know what you want, and what to do with it Clear purpose: customer problem you are trying to solve Invite the right diverse group of perspectives to consider the problem statement Brainstorming: uncovering new ideas and approaches to solving a specific customer problem
  • 36. Rules of Engagement Defer judgment – No Bad IDEAS Go for QUANTITY Be visual Encourage wild ideas, visit the extremes Brainstorming: uncovering new ideas and approaches to solving a specific customer problem
  • 37. Example Schedule: Intros and Customer Problem we are trying to solve - 5 min Rules of Engagement – 5 min Individual Time (10 ideas/sticky notes) – 10 min Sharing/Grouping Time – 15 min Force a specific constraint – what if? Individual Time (5 ideas/sticky notes) – 5 min Sharing/Grouping Time – 15 min Summarize & Wrap up – 10 min Brainstorming: uncovering new ideas and approaches to solving a specific customer problem
  • 38. The Output: Lots of Insights, grouped in strategic themes Insight Theme 1 Insight Theme 3Insight Theme 2
  • 39. Variation – FOG Facts, Observations, Guesses Goal: clarifying what teams already know, where they have early insights, and why hypotheses we need to go research
  • 40. Got a big, hairy customer problem, and a team with lots of tribal knowledge? FACTS GUESSESOBSERVATIONS
  • 41. ©2018 PayPal Inc. Confidential and proprietary. Key Hypotheses for Validation 1. If we align with the Global Lifecycle Target Customer Segments, we can deliver personalized first use and activation experiences that drive 30 day NNA. 2. If we permit users to do simple, low risk transactions with minimal account information, we can drive set up/CIP completion and 30 day NNA. 3. If we can deliver a consistent user experience for guided first use and additional feature discovery – same placement, same user experience pattern – we will drive 90 Day engagement. 4. If we deliver a Developer-tailored activation experience, we can drive 30 day NNA. 5. An PP integrated, guided activation experience to launch commerce via Partner will drive growth of NNA. (Validate against multiple different Partners) 41 SAMPLE
  • 42. Streamlined guidance for Developers - or thru Partners First Use Experiments Target Customer Segments 1 2 3 Key questions How we’ll answer Timeline Status / comments ▪ What are our Target Customer Personas? ▪ What customer benefits drive first use, and repeat use? Which drive preference and switching? ▪ Which collections of features solve for which personas? Can we map our Target Personas to Cohorts and track 120 Day Tenure? ▪ What onboarding challenges drive the greatest drop off? ▪ What unique First Use ‘Maps’ solve for our targeted personas? ▪ What is the right ‘Map’ for Day 1, Week 1, Month 1? ▪ ▪ What are the most relevant adjacent services through partners? ▪ ▪ For each category, define the mandatories for an awesome integrated partner experience? ▪ ▪ What pain is unique to partner’s user onboarding, and how do we address? Journey Map the direct Merchant experience with PPCP, developer portal and professional services touch points as these businesses sign up, complete account setup and technical integration, and process their first transaction. Learning Plan SAMPLE
  • 43. Vision. A bold statement about how you’ll help your customer Goal: Inspires your team, and drives focus on the customer, not the business
  • 44. Qualities of a strong Vision? Transforms how teams think about the problem Suggests more than one potential solution Does NOT include a specific solution or idea
  • 45. The Customer PAIN What is the biggest PAIN POINT or OPPORTUNITY you are focused on? The Customer Benefit What is the most important GAIN for your customer? How will you MEASURE the amount of improvement in what matters most to the customer when choosing this product? PRODUCT: Who is your CUSTOMER? Be specific and narrow—for multiple target customers, focus on one per page. Who are you NOT designing for? Our VISION STATEMENT Make it Inspiring, Specific, and Customer-Back
  • 46. Make sure your vision is described in customer-back language? What EMOTION do you want the person to feel? What SPECIFICALLY are we doing to make a STEP CHANGE in ease? How SIGNIFICANT is the BENEFIT that we are delivering - in MEASURABLE terms? How does it go BEYOND EXPECTATIONS? 43
  • 47. PRODUCT: Mobile payments (phone & tablet) WHO has the biggest pain? Be specific and narrow. Invoice-based/service-based businesses that transact in-field [home improvement, professional services, simple retail) WHO are you NOT designing for? Healthcare, fin svcs/real estate, 100% retail (micro, restaurants), B2B Our product vision What is the BIGGEST PAIN POINT you are focused on? What is the INSIGHT that leads you to focus here? Time to payment is the biggest pain-point Insights: It often takes me time and effort to get paid, and delays in payments impact my cash flow and makes it hard to run my business. I accept multiple forms of payments and spend 2-4 hours/week reconciling them. Any payment, anywhere… instantly on your books What is the INSIGHT that makes you believe you can SOLVE THE PROBLEM?
 1.Mobile blurs the line between in- person and remote, and helps SBs get paid faster. 2. Our ability to offer a single payment account reduces time to payment for all payment types. 3.Integration with QB saves time of reconciling with my accounting, and provides cash flow insights. SAMPLE
  • 48. 45 Team Collaboration is … One passionate and empowered team that collaborates to deliver delight at every customer touch point. Looks Like: • We perform like a champion baseball team with each player specializing in their position, working together as one team to reach a common goal • We do this by communicating and partnering together to build a bridge toward a seamless process • Lots of satisfied and empowered employees engaged in delighting our customers Feels Like: • One team, One goal • It is part of our DNA
 Employees: • We are confident & empowered to delight our customers by resolving customer needs in a manner that shows we CARE
 Customers • Intuit makes me feel like I matter and they understand my issue. I am confident that Intuit will resolve my issue quickly and easily Sounds Like: Customers say: • “I can’t believe how easy it was. I am confident that Intuit will solve my payroll and tax needs.” Employee’s say: • “I understand the process and trust that the issue will be resolve even if I don’t do the work myself.” • “I understand how best to support my customers needs.” Shareholder’s say: • “If you want an example of great customer service, contact Intuit.” SAMPLE
  • 49. Experimentation Goal: Quickly validate or disprove hypotheses and move on
  • 50. What makes a good experiment? Make sure you test your riskiest assumption Set numeric targets for your hypotheses Measures real behavior – No Surveys! Capture surprises as well as data
  • 51. Our Insight(s) – an a-ha that changers your perspective and makes you think beyond your customers expectations Our Vision – A bold statement about the opportunity based on our customer-backed insight(s) Our Idea – A concept that delivers on our vision and customer needs Key Assumptions – Riskiest assumptions that keep us up at night. Sequence assumptions and tackle them 1 by 1, riskiest first. Hypotheses – Brainstorm a list of solutions/features that could prompt the behavior change underlined in the assumptions. If we do X, Y% of people will behave in way X” Experiments – NO SURVEYS! Brainstorm experiments that you can run quickly and test with real customers. What did you learn? – What did we learn about our hypothesis, what surprised us, what new insights? Change the idea, Pivot? Or Keep going, Persevere? Our Riskiest Assumption High ValueLow Value Low Cost to Test High Cost to Test
  • 52. 2 x 2 for Prioritization High Customer Value Low Customer Value Low Cost to Test High Cost to Test
  • 53. Be Right More Often. Quicker.
 
 … market research, focus groups and other theoretical methods of arriving at product and business decisions could be as wrong as they could be right.
 ─ Scott Cook, Intuit
  • 54. Leaders are not required to be superhuman.
 Play the role of a coach, enabler and lay out the culture that encourages cheap, quick, relevant experiments and ensure that these are data driven. ─ Scott Cook, Intuit
  • 55. www.productschool.com Part-time Product Management, Coding, Data, Digital Marketing and Blockchain courses in San Francisco, Silicon Valley, New York, Santa Monica, Los Angeles, Austin, Boston, Boulder, Chicago, Denver, Orange County, Seattle, Bellevue, Toronto, London and Online