Do you have Product Management in your DNA?
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The product manager is the person responsible for defining the ‘why’, ‘what,’ and ‘when’ of the product that the engineering team will build.
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Do you have Product Management in your DNA?
- 1. Zit product management in je DNA? @kurtbiesemans Kurt.biesemans@atendi.care
- 3. Who am I • Gestart met software ontwikkeling in 1995 • Via traditionele pad van ontwikkelaar naar analist tot business consultant • Laatste jaren focus op ondernemen met ’zwak’ voor product management • Co-founder & product manager atendi.care • Missie: Bedrijven te helpen om product management in hun DNA op te nemen
- 4. Who are you? • Naam • Startup / organisatie • Rol • Wat zijn je verwachtingen?
- 6. What is Product Management create customer value and business benefits by identifying customer problems to create product experiences that outwit the competition over a sustainable period BUILD PRODUCTS THAT DELIGHT!
- 7. What is Product Management ?? create customer value and business benefits ??
- 8. What is Product Management ?? by identifying customer problems ??
- 9. What is Product Management ?? to create product experiences ??
- 10. What is Product Management ?? that outwit the competition ??
- 11. What is Product Management ?? over a sustainable period ??
- 12. What is Product Management BUILD PRODUCTS THAT DELIGHT!
- 15. Time spending • Product Strategy • Getting market insights • Tracking requirements • Prioritization • Road mapping • Stakeholder Management • Metrics & Analytics • Mockups
- 17. • Fire people? • Spend big money on products? • Descide salary increase of contributors? • Direct reporting authority? NOOOOOOOO!!!!! PM = CEO of Product?
- 18. • Manage through influence not authority • Advocate for the customer • Go out in the market and find problems • Work with a team of smart designers and engineers to brainstorm possible solutions => concepts PM = CEO of Product?
- 20. Challenges • Engaging all the stakeholders, know who to involve, when and how • Struggle to delight customers / users while juggling overtaxed resourced and tight deadlines • Capture market requirements
- 21. Challenges • Ensuring on-time, within-budget delivery of the right product • Finding critical information you need at the moment you need it instead of searching through mails, spreadsheets, SharePoint, ….. • Prioritizing and re-prioritizing what goes in each release, based on new info, pressure, …..
- 22. Challenges • Fast changing market dynamics • Legal stuff • Product Manager needs to be the expert in everything • You are on your own
- 24. Product vision
- 26. Simon Sinek • Author of best seller ‘Start with the Why’ (2009) • Talks about the golden circle WHY HOW WHAT
- 27. Start with the why We make……
- 28. Start with the why De relatie tussen patient en apotheker verbeteren Compliance van medicatie inname verhogen met als gevolg…. Voorkomen dat ouderen die alleen wonen, urenlang… Beter evalueren of oudere nog in staat is om…
- 29. Then How and What
- 31. Market research • Why • Get to know the market (size, evolution, shifts,…) • Get to know competition • Validate your idea / Product • Validate your business model • Validate your pricing strategy • Validate your placement (distribution, image,…) • Promoting / Seeding
- 32. Market research • How • Go out and talk with people • Influencers • Users • Prospects that will ‘never’ by your product’ • Interviews • Surveys • Collect data and analyze • Events • Focus groups • Define persona’s • Do it yourself!
- 33. Product Roadmaps
- 34. What? • It communicates the why and what behind what you’re building • High-level visual summary that maps out the vision and direction of your product offering over time
- 35. Why? • Helps you planning on the long term • Set milestones for you and the team • Strategic communication document • Get internal stakeholders in alignment • Help communicate to external stakeholders, including customers • Have something to measure success
- 36. Euhhh, but we are agile? • A roadmap can be a living document • Far shorter timeframes • More frequent adjustments • To reflect changing priorities and market opportunities • Focus on goals that you want to achieve, not on features
- 39. Backlog • List of features (backlog items) • Features that ‘might’ be implemented in the future • Need to be groomed (continuous) • Features have: • Goal and/or initiative • Priority • (High level) Estimation • Origin • Status
- 40. Release • Big ideas you bring to customers • It has a capacity • More then a ‘bunch’ well selected features from the backlog • Includes help files • Includes training of CS staff • Included training of Sales staff
- 41. Capacity
- 42. Capacity
- 45. 5 W’s
- 46. WHAT?
- 47. Customer delight is Surprising a customer By exceeding his/her expectations and thus creating a positive emotional reaction
- 48. WHY?
- 49. • Leads to word of mouth, 92% consider worth of mouth as most reliable source of info • Directly affects sales and profitability • Make loyal customers - retention • New customers cost 4 to 9 times more time and money • Have customers that are more profitable • Avg delighted customers spend more with less hassle
- 50. WHEN?
- 52. WHERE?
- 53. • In the product itself • Through any touch point of the company • Customer service • Sales • Website • Social media • Advertising • Billing • …
- 54. (W)HOW?
- 55. • By interaction with people at the front line
- 56. ZOOM IN By interaction with people at the front line 1. Interaction is the greatest source of opportunities 2. Can be personalized and tailored to customer • Showing personal interest in the customer • Offer small attentions that might please • Find solution to specific needs
- 57. Conclusion H2H communication is the most important to have delighted customers Front line employees are able to develop a relationship between the customer and the brand. We have to have motivated staff in the front line! Continuous motivation Clear leading
- 59. • Surveys • Focus Groups • Observation • Point of Sale • Customer Service • Social Media • Communities and Groups • Email and Web Forms
- 60. Abraham Lincoln “You can please some of the people all the time, you can please all of the people some of the time but you can’t please all of the people all the time”
- 61. As product manager YOU own The SUCCESS or FAILURE of YOUR product
Editor's Notes
- Let’s do a quick round table, who do we have in the room?
- Customer value = Benefit – Cost Business Benefit = answers the question: what’s in in for me? meaning the feature provides the customer with something of value to them.
- What are we solving, why are we doing this!
- Nafi Thiam
- Simone Biles
- Challenges
- Whitcomb Judson - Zipper Henry Ford Victor Mills – Pampers Bill Gates Steve Jobs Larry Page – Google Elon Musk - New kid on the block
- Simon Sinek
- If you start with: we make….push the buzzer yourself. We make = the what!
- Make sure your ‘release’ backback is not overloaded. If you do it, your R&D team will not be able to move anymore.
- Make sure you have a well balanced release backlog that allows you to be agile.
- Even if you are a good men…not everyone is happy with you
- It’s like a factory: 24/24 7/7
- How to messure?