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Customer Journey Mapping
Risk and Confidence
Outcome Orientation / Impact Mapping
Outside-In Orientation
01
02
03
04
Identify Needs
Identify Solutions
Identify/Test Hypothesis
Solution Space
Problem Space
Solution Hypothesis
Outcome Hypothesis
Overview
User
Impact
Growth icons by Freepik - Flaticon
8
How
to
Drive
Business
Impact
for
PMs
Desirable
(valuable to your
customer)
Feasible
(for your teams to deliver)
Valuable
(to your business)
Outside-In
Make sure you are delivering value
for your customers
Outcome Oriented
Make sure you are delivering value
for the business
Feasible
Make sure you are not trying to do
too much
APPROACH
9
How
to
Drive
Business
Impact
for
PMs
Jobs to be done
User centricity
Landings, not Launches
Flip your brain from “what we will
launch” to “what will be better for
customers because we launched?”
OUTSIDE-IN THINKING
! !
Launch Landing
11
How
to
Drive
Business
Impact
for
PMs
“I have a cool thing - you should buy it”
● You love your Solution
● Puts your product/solution at the
center
● First you develop a product, then
you try to find problems it can solve
“You have a problem, I think I can help
with that”
● You love the Problem
● Puts the user and their problems at
the center
● First you observe/understand the
customer, then find and offer
solutions
Let’s Start With Customer-Benefits - Being Outside-In
Inside-Out Outside-In
12
How
to
Drive
Business
Impact
for
PMs
Customers don’t care about
your solution
They care about
their problems
Dave McClure, 500 Startups
13
How
to
Drive
Business
Impact
for
PMs
Only ⅓ of new features actually improve the product
“Evaluating well-designed
and executed experiments
that were designed to
improve a key metric, only
about one-third were
successful at improving the
key metric!”
Source: Online Experimentation at Microsoft, Sept 2009, Ronny Kohavi, et al. https://ai.stanford.edu/~ronnyk/ExPThinkWeek2009Public.pdf
14
How
to
Drive
Business
Impact
for
PMs
m
ore
is not alw
ays better
“It’s not the
customer’s job to
know what they
want.”
How
to
Drive
Business
Impact
for
PMs
Focus on the user, and the
rest will follow.
Larry Page
CEO, Alphabet
18
How
to
Drive
Business
Impact
for
PMs
Create User Journey Map
Identify Pain Points
Improve User Experience
Understanding how and why your users
find and use your product is fundamental
JOURNEY MAP
- (OUTSIDE IN THINKING)
19
How
to
Drive
Business
Impact
for
PMs
How
to
Drive
Business
Impact
for
PMs
Which map?
Covers all the
touchpoints with
your company and
beyond
Customer
Journey Maps
Steps a user takes
to accomplish a
goal
Understanding Your Customer
(Outside-in)
User Journey
Maps
A user’s
experience with
your product or
website
Covers just their
experience with
your product
Designing Your Solution
(More Inside-Out)
21
How
to
Drive
Business
Impact
for
PMs
Journey Map for Product Managers Overview
Scenario Goals & Expectations
Stage 1 Stage 2 Stage 3 Stage 4
Step 1
Stage 5
Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10
Stage 5
Step 11 Step 12
Context
Persona, Scenario, etc.
Problems/Challenges
Criticality
Stages & Steps
Satisfaction
The Context section provides constraints for
the map by assigning a persona (“who”)
and the scenario to be examined
(“what”).
The heart of the map is the visualized
experience, usually aligned across
chunkable stages of the journey.
The steps and problems or challenges,
the user goes through in their journey as
well as the criticality of each step and the
user’s current and target satisfaction
with that step are key to uncovering
insights or opportunities to focus on
going forward
Jon’s Car Buying Journey Map - Used Car Shopper
Scenario
Our son finally wants a car, and so we are
looking for something safe, reliable and
affordable
Goals & Expectations
● The car has safety features like blind spot
detection and auto-braking
● The car costs less than $25k
Figure
Out
Budget
Context
Persona, Scenario, etc.
Problems/Challenges
Criticality
Stages & Steps
Satisfaction
Decide
on style
of car
Search
cars
Review
price,
features,
ratings
Find
Dealer
Test
Drive
Negot-
iate
price
Pay
Dealer
Current Target
Go Home
Very Satisfied
Great
Good
Meh
Lame
Lousy
Very Dissatisfied
Target = Current
Have to
make
com-
promise
convinc-
ing son
so many
cars,
many $$$
dealers
hard to
trust
Decide to Buy Online Shopping In person Purchase Car Receive Car
M
H
M
L
H H
so many
options
Criticality
Satisfaction
23
How
to
Drive
Business
Impact
for
PMs
Tie your work to business value
Connect outputs to outcomes
Clarity of Purpose for your teams
Impact maps enable you to be
outcome-oriented by connecting what
you build with what you want to achieve
OUTCOME
ORIENTATION
NEED THING
OBSERVABLE
CHANGE
OUTCOME
NEED THING
OBSERVABLE
CHANGE
THING
NEED THING
THING
You Identified Customer Value in the form of NEEDS
Scenario Goals & Expectations
Stage 1 Stage 2 Stage 3 Stage 4
Step 1
Context
Persona, Scenario, etc.
Problems/Challenges
Criticality
Stages & Steps
Stage 5
Satisfaction
Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10
Current Target
Stage 5
Step 11 Step 12
Very Satisfied
Great
Good
Meh
Lame
Lousy
Very Dissatisfied
Target = Current
NEEDS
Identify Needs
Identify Solutions
Identify/Test Hypothesis
Solution Space
Problem Space
Solution Hypothesis
Outcome Hypothesis
Overview
User
Impact
Growth icons by Freepik - Flaticon
26
How
to
Drive
Business
Impact
for
PMs
How Do You Address Those NEEDS?
Build all of the THINGS which are required to address this NEED
Build none of the THINGS which do not address this NEED
THING
NEED
THING
THING
THING
???
27
How
to
Drive
Business
Impact
for
PMs
How Will You Know if You Addressed Those NEEDS?
You will see the OBSERVABLE CHANGE which is caused or
enabled by addressing the NEED
THING
NEED
THING
THING
OBSERVABLE
CHANGE
How
to
Drive
Business
Impact
for
PMs
OBSERVABLE
CHANGE
NEED THING
? !
Solution Hypothesis
We believe, if we build this THING, it will address that
NEED for a persona, which will cause or enable that
OBSERVABLE CHANGE. We will know we are right when
we see [observable change amount in shorter time
period]
Sphere of Influence Zone of Control
Solution Hypothesis
How
to
Drive
Business
Impact
for
PMs
30
How
to
Drive
Business
Impact
for
PMs
This is an IMPACT MAP - A Causal Model of Reality
OBSERVABLE
CHANGE
OUTCOME THING
NEED
THING
THING
Each THING you build is built
to address a NEED
Every NEED you address causes or
enables an OBSERVABLE CHANGE
Every CHANGE you create leads
to a desired OUTCOME NEED
31
How
to
Drive
Business
Impact
for
PMs
This is an IMPACT MAP - A Causal Model of Reality
OBSERVABLE
CHANGE
OUTCOME THING
NEED
THING
THING
NEED
Try to address customer needs by building things
32
How
to
Drive
Business
Impact
for
PMs
This is an IMPACT MAP - A Causal Model of Reality
OBSERVABLE
CHANGE
OUTCOME THING
NEED
THING
THING
NEED
This is how you make your product desirable
Try to address customer needs by building things
33
How
to
Drive
Business
Impact
for
PMs
This is an IMPACT MAP - A Causal Model of Reality
OBSERVABLE
CHANGE
OUTCOME THING
NEED
THING
THING
NEED
This is how you make your product desirable
This is how you make your product valuable
Try to address customer needs by building things
34
How
to
Drive
Business
Impact
for
PMs
This is an IMPACT MAP - A Causal Model of Reality
OBSERVABLE
CHANGE
OUTCOME THING
NEED
THING
THING
NEED
This is how you make your product desirable
This is how you make your product valuable
Try to address customer needs by building things
How
to
Drive
Business
Impact
for
PMs
OUTCOME
OBSERVABLE
CHANGE
NEED THING
? ? !
Outcome Hypothesis
We believe, if we cause this OBSERVABLE
CHANGE, it will result in this OUTCOME. We will
know we are right when we see [these results]
Sphere of Influence Zone of Control
Outcome Hypothesis
36
How
to
Drive
Business
Impact
for
PMs
OUTCOME
OBSERVABLE
CHANGE
NEED THING
Without understanding
causal relationships, we can
only ever build what was
asked for. We can only be
order-takers
We built more things. Does that
mean we're improving?
We built things on time and
on-budget. Did it create our
desired outcome?
Yesterday
37
How
to
Drive
Business
Impact
for
PMs
OUTCOME
OBSERVABLE
CHANGE
NEED THING
With causal relationships we
can collaborate to build what
is needed; initially as problem
solvers and eventually as
creators of value
We solved more problems for
more people. We know we're
improving.
We tried different ideas when
the target changes weren't
achieved. We worked until the
customer's problem was solved.
Without understanding
causal relationships, we can
only ever build what was
asked for. We can only be
order-takers
We built more things. Does that
mean we're improving?
We built things on time and
on-budget. Did it create our
desired outcome?
Tomorrow Yesterday
38
How
to
Drive
Business
Impact
for
PMs
Confidence Rubric
Identifying the Jeopardy in your Plan
Impact Map Overlay
How confident are you in your
assumptions and why does that matter?
CONFIDENCE &
JEOPARDY
39
How
to
Drive
Business
Impact
for
PMs
40
How
to
Drive
Business
Impact
for
PMs
Confidence Rubric - A Heuristic for Uncertainty
No reason at all to be confident
Very good reason to feel confident
Indicated by experimental test results
Hypothesis based on extensive research
Extrapolation from correlated data
Inference from related or anecdotal data
Expert Intuition based on domain knowledge
Let’s try something and see if it works
5
4
3
2
1
0
Developed by Scott Sehlhorst, Tyner Blain; 12 Nov 2017
More Likely to be wrong
More Likely to be right
41
How
to
Drive
Business
Impact
for
PMs
Where is the Jeopardy in Your Plan?
More
Likely
to
be
wrong
More
Likely
to
be
right
More
Damage if
Wrong
Less
Damage if
Wrong
Scary
Easy Uneasy
Uneasy How does your
company deal
with uneasiness?
42
How
to
Drive
Business
Impact
for
PMs
Where is the Jeopardy in Your Plan?
No reason at all to be confident
Very good reason to feel confident
Indicated by experimental test results
Hypothesis based on extensive research
Extrapolation from correlated data
Inference from related or anecdotal data
Expert Intuition based on domain knowledge
Let’s try something and see if it works
5
4
3
2
1
0
More
Likely
to
be
wrong
More
Likely
to
be
right
More
Damage if
Wrong
Less
Damage if
Wrong
Build to Learn
Build to Earn
43
How
to
Drive
Business
Impact
for
PMs
Highlighting Implicit Uncertainty
7% Fewer
customers leave
without picking a
car
Increased sales of
0.7% because more
people will complete
the process
User-Interview
questions
20% of Customers
struggle to compare
different models
and trim levels
Database connecting
features to goals
5% of Customers get
frustrated
when the car they
pick is unavailable
Real-time
inventory lookup
OBSERVABLE
CHANGE
THINGS
NEED
OUTCOME
3 2
0
1
4
0
44
How
to
Drive
Business
Impact
for
PMs
Identify Needs
Identify Solutions
Identify/Test Hypothesis
Solution Space
Problem Space
Solution Hypothesis
Outcome Hypothesis
Connecting the Dots
https://maven.com/jon-harmer
8-hour live course
How
to
Drive
Business
Impact
for
PMs
Thanks,
y’all
Driving Business Impact for PMs with Jon Harmer

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Driving Business Impact for PMs with Jon Harmer

  • 1.
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  • 6. Customer Journey Mapping Risk and Confidence Outcome Orientation / Impact Mapping Outside-In Orientation 01 02 03 04
  • 7. Identify Needs Identify Solutions Identify/Test Hypothesis Solution Space Problem Space Solution Hypothesis Outcome Hypothesis Overview User Impact Growth icons by Freepik - Flaticon
  • 8. 8 How to Drive Business Impact for PMs Desirable (valuable to your customer) Feasible (for your teams to deliver) Valuable (to your business) Outside-In Make sure you are delivering value for your customers Outcome Oriented Make sure you are delivering value for the business Feasible Make sure you are not trying to do too much APPROACH
  • 9. 9 How to Drive Business Impact for PMs Jobs to be done User centricity Landings, not Launches Flip your brain from “what we will launch” to “what will be better for customers because we launched?” OUTSIDE-IN THINKING ! !
  • 11. 11 How to Drive Business Impact for PMs “I have a cool thing - you should buy it” ● You love your Solution ● Puts your product/solution at the center ● First you develop a product, then you try to find problems it can solve “You have a problem, I think I can help with that” ● You love the Problem ● Puts the user and their problems at the center ● First you observe/understand the customer, then find and offer solutions Let’s Start With Customer-Benefits - Being Outside-In Inside-Out Outside-In
  • 12. 12 How to Drive Business Impact for PMs Customers don’t care about your solution They care about their problems Dave McClure, 500 Startups
  • 13. 13 How to Drive Business Impact for PMs Only ⅓ of new features actually improve the product “Evaluating well-designed and executed experiments that were designed to improve a key metric, only about one-third were successful at improving the key metric!” Source: Online Experimentation at Microsoft, Sept 2009, Ronny Kohavi, et al. https://ai.stanford.edu/~ronnyk/ExPThinkWeek2009Public.pdf
  • 15. “It’s not the customer’s job to know what they want.”
  • 17. Focus on the user, and the rest will follow. Larry Page CEO, Alphabet
  • 18. 18 How to Drive Business Impact for PMs Create User Journey Map Identify Pain Points Improve User Experience Understanding how and why your users find and use your product is fundamental JOURNEY MAP - (OUTSIDE IN THINKING)
  • 20. How to Drive Business Impact for PMs Which map? Covers all the touchpoints with your company and beyond Customer Journey Maps Steps a user takes to accomplish a goal Understanding Your Customer (Outside-in) User Journey Maps A user’s experience with your product or website Covers just their experience with your product Designing Your Solution (More Inside-Out)
  • 21. 21 How to Drive Business Impact for PMs Journey Map for Product Managers Overview Scenario Goals & Expectations Stage 1 Stage 2 Stage 3 Stage 4 Step 1 Stage 5 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Stage 5 Step 11 Step 12 Context Persona, Scenario, etc. Problems/Challenges Criticality Stages & Steps Satisfaction The Context section provides constraints for the map by assigning a persona (“who”) and the scenario to be examined (“what”). The heart of the map is the visualized experience, usually aligned across chunkable stages of the journey. The steps and problems or challenges, the user goes through in their journey as well as the criticality of each step and the user’s current and target satisfaction with that step are key to uncovering insights or opportunities to focus on going forward
  • 22. Jon’s Car Buying Journey Map - Used Car Shopper Scenario Our son finally wants a car, and so we are looking for something safe, reliable and affordable Goals & Expectations ● The car has safety features like blind spot detection and auto-braking ● The car costs less than $25k Figure Out Budget Context Persona, Scenario, etc. Problems/Challenges Criticality Stages & Steps Satisfaction Decide on style of car Search cars Review price, features, ratings Find Dealer Test Drive Negot- iate price Pay Dealer Current Target Go Home Very Satisfied Great Good Meh Lame Lousy Very Dissatisfied Target = Current Have to make com- promise convinc- ing son so many cars, many $$$ dealers hard to trust Decide to Buy Online Shopping In person Purchase Car Receive Car M H M L H H so many options Criticality Satisfaction
  • 23. 23 How to Drive Business Impact for PMs Tie your work to business value Connect outputs to outcomes Clarity of Purpose for your teams Impact maps enable you to be outcome-oriented by connecting what you build with what you want to achieve OUTCOME ORIENTATION NEED THING OBSERVABLE CHANGE OUTCOME NEED THING OBSERVABLE CHANGE THING NEED THING THING
  • 24. You Identified Customer Value in the form of NEEDS Scenario Goals & Expectations Stage 1 Stage 2 Stage 3 Stage 4 Step 1 Context Persona, Scenario, etc. Problems/Challenges Criticality Stages & Steps Stage 5 Satisfaction Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Current Target Stage 5 Step 11 Step 12 Very Satisfied Great Good Meh Lame Lousy Very Dissatisfied Target = Current NEEDS
  • 25. Identify Needs Identify Solutions Identify/Test Hypothesis Solution Space Problem Space Solution Hypothesis Outcome Hypothesis Overview User Impact Growth icons by Freepik - Flaticon
  • 26. 26 How to Drive Business Impact for PMs How Do You Address Those NEEDS? Build all of the THINGS which are required to address this NEED Build none of the THINGS which do not address this NEED THING NEED THING THING THING ???
  • 27. 27 How to Drive Business Impact for PMs How Will You Know if You Addressed Those NEEDS? You will see the OBSERVABLE CHANGE which is caused or enabled by addressing the NEED THING NEED THING THING OBSERVABLE CHANGE
  • 28. How to Drive Business Impact for PMs OBSERVABLE CHANGE NEED THING ? ! Solution Hypothesis We believe, if we build this THING, it will address that NEED for a persona, which will cause or enable that OBSERVABLE CHANGE. We will know we are right when we see [observable change amount in shorter time period] Sphere of Influence Zone of Control Solution Hypothesis
  • 30. 30 How to Drive Business Impact for PMs This is an IMPACT MAP - A Causal Model of Reality OBSERVABLE CHANGE OUTCOME THING NEED THING THING Each THING you build is built to address a NEED Every NEED you address causes or enables an OBSERVABLE CHANGE Every CHANGE you create leads to a desired OUTCOME NEED
  • 31. 31 How to Drive Business Impact for PMs This is an IMPACT MAP - A Causal Model of Reality OBSERVABLE CHANGE OUTCOME THING NEED THING THING NEED Try to address customer needs by building things
  • 32. 32 How to Drive Business Impact for PMs This is an IMPACT MAP - A Causal Model of Reality OBSERVABLE CHANGE OUTCOME THING NEED THING THING NEED This is how you make your product desirable Try to address customer needs by building things
  • 33. 33 How to Drive Business Impact for PMs This is an IMPACT MAP - A Causal Model of Reality OBSERVABLE CHANGE OUTCOME THING NEED THING THING NEED This is how you make your product desirable This is how you make your product valuable Try to address customer needs by building things
  • 34. 34 How to Drive Business Impact for PMs This is an IMPACT MAP - A Causal Model of Reality OBSERVABLE CHANGE OUTCOME THING NEED THING THING NEED This is how you make your product desirable This is how you make your product valuable Try to address customer needs by building things
  • 35. How to Drive Business Impact for PMs OUTCOME OBSERVABLE CHANGE NEED THING ? ? ! Outcome Hypothesis We believe, if we cause this OBSERVABLE CHANGE, it will result in this OUTCOME. We will know we are right when we see [these results] Sphere of Influence Zone of Control Outcome Hypothesis
  • 36. 36 How to Drive Business Impact for PMs OUTCOME OBSERVABLE CHANGE NEED THING Without understanding causal relationships, we can only ever build what was asked for. We can only be order-takers We built more things. Does that mean we're improving? We built things on time and on-budget. Did it create our desired outcome? Yesterday
  • 37. 37 How to Drive Business Impact for PMs OUTCOME OBSERVABLE CHANGE NEED THING With causal relationships we can collaborate to build what is needed; initially as problem solvers and eventually as creators of value We solved more problems for more people. We know we're improving. We tried different ideas when the target changes weren't achieved. We worked until the customer's problem was solved. Without understanding causal relationships, we can only ever build what was asked for. We can only be order-takers We built more things. Does that mean we're improving? We built things on time and on-budget. Did it create our desired outcome? Tomorrow Yesterday
  • 38. 38 How to Drive Business Impact for PMs Confidence Rubric Identifying the Jeopardy in your Plan Impact Map Overlay How confident are you in your assumptions and why does that matter? CONFIDENCE & JEOPARDY
  • 40. 40 How to Drive Business Impact for PMs Confidence Rubric - A Heuristic for Uncertainty No reason at all to be confident Very good reason to feel confident Indicated by experimental test results Hypothesis based on extensive research Extrapolation from correlated data Inference from related or anecdotal data Expert Intuition based on domain knowledge Let’s try something and see if it works 5 4 3 2 1 0 Developed by Scott Sehlhorst, Tyner Blain; 12 Nov 2017 More Likely to be wrong More Likely to be right
  • 41. 41 How to Drive Business Impact for PMs Where is the Jeopardy in Your Plan? More Likely to be wrong More Likely to be right More Damage if Wrong Less Damage if Wrong Scary Easy Uneasy Uneasy How does your company deal with uneasiness?
  • 42. 42 How to Drive Business Impact for PMs Where is the Jeopardy in Your Plan? No reason at all to be confident Very good reason to feel confident Indicated by experimental test results Hypothesis based on extensive research Extrapolation from correlated data Inference from related or anecdotal data Expert Intuition based on domain knowledge Let’s try something and see if it works 5 4 3 2 1 0 More Likely to be wrong More Likely to be right More Damage if Wrong Less Damage if Wrong Build to Learn Build to Earn
  • 43. 43 How to Drive Business Impact for PMs Highlighting Implicit Uncertainty 7% Fewer customers leave without picking a car Increased sales of 0.7% because more people will complete the process User-Interview questions 20% of Customers struggle to compare different models and trim levels Database connecting features to goals 5% of Customers get frustrated when the car they pick is unavailable Real-time inventory lookup OBSERVABLE CHANGE THINGS NEED OUTCOME 3 2 0 1 4 0
  • 44. 44 How to Drive Business Impact for PMs Identify Needs Identify Solutions Identify/Test Hypothesis Solution Space Problem Space Solution Hypothesis Outcome Hypothesis Connecting the Dots