From No Product To Lean
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For publishers the status quo of their business model is no longer acceptable, but how does a publishing company without any previous product management function introduce Lean within the enterprise? This talk will share how to introduce Lean in an environment with a limited understanding of the product management and give you methods for overcoming obstacles created by legacy corporate infrastructure.
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From No Product To Lean
- 1. NO PRODUCT LEANFrom " Adrian Jank Product Director, Institutional Investor @adrianjank
- 3. @adrianjank Publication Overview • Highly reputable financial trade publication for institutional investors • Known for their equity and fixed income analyst rankings world-wide
- 4. @adrianjank Publication Overview • Highly reputable financial trade publication for institutional investors • Known for their equity and fixed income analyst rankings world-wide Product Team • Organization in transition • A matrixed organization with in a larger matrixed organization
- 7. @adrianjank My Assumptions About You (the audience)
- 11. @adrianjank What I’ll share • Tips on getting started • Organizational experiments • Overcoming obstacles
- 13. Ready, set...
- 14. G.O.O.M.C.
- 15. @adrianjank Initial Learnings • Energized by idea of change • Abundance of ideas but lack prioritization • Want to collaborate • Difficulty reaching customers
- 20. @adrianjank EXPERIMENT #1 Can the team start to think LEAN on their own?
- 21. @adrianjank EXPERIMENT #1 hypothesis: Discussing lean in a language set familiar with stakeholders would make the concept digestible and desirable
- 22. @adrianjank MIXED OUTCOMES Lean vocabulary quickly entered into the lexicon, particularly assumption, and “how can we test xyz?”
- 23. @adrianjank MIXED OUTCOMES Lean vocabulary quickly entered into the lexicon, particularly assumption, and “how can we test xyz?” Needed more education on applying lean.
- 24. @adrianjank MIXED OUTCOMES Lean vocabulary quickly entered into the lexicon, particularly assumption, and “how can we test xyz?” Needed more education on applying lean. Take time to educate stakeholders, encourage those who started their own small experiments.
- 26. @adrianjank EXPERIMENT #2 What happens when the CEO creates the experiment?
- 27. @adrianjank EXPERIMENT #2 hypothesis: If I can persuade our CEO to create the first major experiment, then II can make an important decision quickly and confidently.
- 28. @adrianjank SUCCESS! Immediately quelled an uproar from a particular department
- 29. @adrianjank SUCCESS! Immediately quelled an uproar from a particular department Results made the next steps clear
- 30. @adrianjank SUCCESS! Immediately quelled an uproar from a particular department Results made the next steps clear Got everyone excited to see results, and a decision was made with confidence
- 32. @adrianjank EXPERIMENT #3 Can we choose KPIs to help us prioritize?
- 33. @adrianjank EXPERIMENT #3 hypothesis: If I can obtain early agreement on meaningful KPIs through a KPI workshop, prioritization will become easier.
- 34. @adrianjank FAIL People came into the room biased.
- 35. @adrianjank FAIL People came into the room biased. More education on various types of KPI was needed.
- 36. @adrianjank FAIL People came into the room biased. More education on various types of KPI was needed. Invested more time guiding the team to the KPIs we are currently focused on.
- 37. EXPERIMENT #4
- 38. @adrianjank EXPERIMENT #4 What happens when a large group sketches a small piece of functionality?
- 39. @adrianjank EXPERIMENT #4 hypothesis: Conducting a quick 60 minute team Design Studio will increase collaboration and will shorten our implementation cycle.
- 40. @adrianjank SUCCESS! Team created a UI experience
- 41. @adrianjank SUCCESS! Team created a UI experience Shorter implementation
- 42. @adrianjank SUCCESS! Team created a UI experience Shorter implementation Empowered developers
- 44. WTF IS PRODUCT?
- 45. @adrianjank WTF is product? • Likely the first obstacle • Be prepared to step on toes • Diplomacy works • “We’ve always done it this way, and it’s not broken”
- 46. THE SILO EFFECT
- 47. @adrianjank The Silo Effect • Requires a deft touch • Willingness to sacrifice • Resist the urge to involve “dad”
- 48. DATA DYSFUNCTION
- 49. @adrianjank Data Dysfunction • Difficult obtaining/capturing data • Lowers confidence level • MUST be transparent • Bribe the BI guy
- 51. @adrianjank The Product Manager’s Dilemma • Business need to build vs. Personal desire to understand • Accept the process • Take advantage of opportunities • Create feedback loops
- 53. @adrianjank Multiple Metrics, One Team • Push for as few as possible • Related metrics • Mechanism for prioritization
- 55. @adrianjank Incentive Schemes • Often misaligned • Align your scheme first, plan for everyone else second • Short term loss, long term gain