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High Output Product Managers
Todd Olson
CEO Pendo
A little about me...
CEO/Co-founder, Pendo
VP Product, Rally Software
President, 6th Sense Analytics
Chief Scientist, Borland Software
….
@tolson
What is Pendo?
3
ANALYTICS
Capture ALL user behavior
in your application
FEEDBACK
Survey users in-app for
incredibly relevant input
GUIDANCE
Deliver contextual help to
simplify the user experience
A New Path to Product Success
www.pendo.io
Product Managers Don’t DO
Anything
Can’t really measure it
Dan Schmidt, Quora
A manager’s output =
The output of his organization
+
The output of neighboring
organizations under his influence
Neighboring Organizations
Produc
t
Engineering
Customer
Success /
Support
Sales
Marketing
Product Managers are
know-how managers and
“[their] potential for
influencing neighboring
organizations is enormous.”
Output of Neighboring Organizations
Organization Output
Engineering Quality Software Product
Marketing Marketing collateral, leads
Sales Revenue
Customer Success Renewals / Upsells
Support Resolved tickets, happy customers
A manager’s output =
L1 * A1 + L2 * A2 + L3 * A3 …
where...
A = activity and L = leverage of the
activity
3 Kinds of Manager Activity
1. Collect Information
a. Market, customers, product info, competition
2. Share Information
a. Market, customers, product info, competition
3. Make Decisions
a. Product prioritization, roadmap
Focus on High Leverage Activities
t
An action that affects many people /
organizations
An action that affects people over a long
time
For example...a Authoring a Single User Story
Product Management Activities in
Engineering
An estimated 1 million
technology jobs will go
unfilled by 2020, according
to a report put forth by
Microsoft in 2012. Publications
like The Wall Street Journal and
even the White House repeatedly
cite this projection, ringing a
nationwide alarm of a severe
shortage in technical talent.
Reduce Requirements Defects
The source of requirements defects is insufficient collecting and insufficient sharing of information.
Build Features that are Used
Are you done-done?
Are customers trying it? Which?
Do they continue using it after they started using
it?
Did it deliver the intended value?
Follow-up and Collect Information
“Great tool for notification about next
releases in product. Keep up the good work
guys!”
- Customer 1
“not bad but they would be cooler if they
didn't overlap the top of the page and
instead added padding or margin to the top
of the body”
- Customer 2
“I want the option to push the entire content
down if it is top positioned. Not just overlay
from the top of the browser window.”
- Customer 3
Features can have a very
long shelf-life affecting lots
of people over lots of time.
Get it right!
Build High-Leverage Features
What can we build that enables others to
innovate?
APIs?
Integrations?
Partners?
Product Management Activities Outside
Development
Support
What are the top type of requests?
What takes the most time to resolve?
Are requests increasing or decreasing?
Are certain types of customers more apt to
submit a ticket?
Is support fully up to speed on the latest
features?
Collecting information.
Sharing information.
Customer / User Churn
Are visitors who start with our product sticking
with it?
Are customers who start with our product
sticking with it?
How much did it cost to acquire each
customer / user?
Why are they churning?
Optimizing the Sales Funnel
Marketing
Market knowledge
Product expertise
Who are the best leads? What personas?
How do we reach these people?
Collecting information
Sharing information.
Sales Coach
Competitive win/loss
Overcoming objections
Pricing / Packaging
Collecting information
Sharing information.
And report on the results
Organization Problem Activity Results
Sales Losing early in the
sales cycle to
competitor XX based
on the ability of YY.
Went deeper in XX to
discover more differentiation
(collect info), built YY (made
decision), and update sell
against sheet (share info)
Competitive win rate against
XX increase 100%.
Sales /
Marketing
Churning a bunch of
prospects early in
trial
Went deeper to understand
the type of customer, found
we were attracting to the
wrong type of customer
(collect info) hence their
expectations were incorrect.
Work with marketing to adjust
targets and messaging.
Reduce prospect churn by
50%.
Transition your thinking...
Own the vision
Build the roadmap
Write the stories
Share your know-how across the
organization to help it increase its
output.
?
What are the
Highest Leverage
Activities you can
do TODAY in your
Organization?
Questions?

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How Product Managers Increase Organizational Output Through High-Leverage Activities

  • 1. High Output Product Managers Todd Olson CEO Pendo
  • 2. A little about me... CEO/Co-founder, Pendo VP Product, Rally Software President, 6th Sense Analytics Chief Scientist, Borland Software …. @tolson
  • 3. What is Pendo? 3 ANALYTICS Capture ALL user behavior in your application FEEDBACK Survey users in-app for incredibly relevant input GUIDANCE Deliver contextual help to simplify the user experience A New Path to Product Success www.pendo.io
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  • 10. A manager’s output = The output of his organization + The output of neighboring organizations under his influence
  • 12. Product Managers are know-how managers and “[their] potential for influencing neighboring organizations is enormous.”
  • 13. Output of Neighboring Organizations Organization Output Engineering Quality Software Product Marketing Marketing collateral, leads Sales Revenue Customer Success Renewals / Upsells Support Resolved tickets, happy customers
  • 14. A manager’s output = L1 * A1 + L2 * A2 + L3 * A3 … where... A = activity and L = leverage of the activity
  • 15. 3 Kinds of Manager Activity 1. Collect Information a. Market, customers, product info, competition 2. Share Information a. Market, customers, product info, competition 3. Make Decisions a. Product prioritization, roadmap
  • 16. Focus on High Leverage Activities t An action that affects many people / organizations An action that affects people over a long time
  • 17. For example...a Authoring a Single User Story
  • 19. An estimated 1 million technology jobs will go unfilled by 2020, according to a report put forth by Microsoft in 2012. Publications like The Wall Street Journal and even the White House repeatedly cite this projection, ringing a nationwide alarm of a severe shortage in technical talent.
  • 20. Reduce Requirements Defects The source of requirements defects is insufficient collecting and insufficient sharing of information.
  • 21. Build Features that are Used Are you done-done? Are customers trying it? Which? Do they continue using it after they started using it? Did it deliver the intended value?
  • 22. Follow-up and Collect Information “Great tool for notification about next releases in product. Keep up the good work guys!” - Customer 1 “not bad but they would be cooler if they didn't overlap the top of the page and instead added padding or margin to the top of the body” - Customer 2 “I want the option to push the entire content down if it is top positioned. Not just overlay from the top of the browser window.” - Customer 3 Features can have a very long shelf-life affecting lots of people over lots of time. Get it right!
  • 23. Build High-Leverage Features What can we build that enables others to innovate? APIs? Integrations? Partners?
  • 24. Product Management Activities Outside Development
  • 25. Support What are the top type of requests? What takes the most time to resolve? Are requests increasing or decreasing? Are certain types of customers more apt to submit a ticket? Is support fully up to speed on the latest features? Collecting information. Sharing information.
  • 26. Customer / User Churn Are visitors who start with our product sticking with it? Are customers who start with our product sticking with it? How much did it cost to acquire each customer / user? Why are they churning?
  • 28. Marketing Market knowledge Product expertise Who are the best leads? What personas? How do we reach these people? Collecting information Sharing information.
  • 29. Sales Coach Competitive win/loss Overcoming objections Pricing / Packaging Collecting information Sharing information.
  • 30. And report on the results Organization Problem Activity Results Sales Losing early in the sales cycle to competitor XX based on the ability of YY. Went deeper in XX to discover more differentiation (collect info), built YY (made decision), and update sell against sheet (share info) Competitive win rate against XX increase 100%. Sales / Marketing Churning a bunch of prospects early in trial Went deeper to understand the type of customer, found we were attracting to the wrong type of customer (collect info) hence their expectations were incorrect. Work with marketing to adjust targets and messaging. Reduce prospect churn by 50%.
  • 31. Transition your thinking... Own the vision Build the roadmap Write the stories Share your know-how across the organization to help it increase its output.
  • 32. ? What are the Highest Leverage Activities you can do TODAY in your Organization?
  • 33.

Editor's Notes

  1. We don’t sell anything. We don’t write code. We don’t do anything.
  2. Own the vision, hope for the best.
  3. Is it UI/customer-facing or internal? It’s it well-known or not? How large/complex is it? In some organizations, developers write user stories and PM puffs up their chest -- I own what gets built….but maybe its OK sometimes?
  4. Customer may be not asking for API, but it could solve a real pain. Salesforce integration. Slack did this. Atlassian did this. Twitter did this (but start changing).
  5. Unless the reason for churn is “no one called me in 6 months” there’s likely something you can help do.
  6. Instead of saying things like “marketing doesn’t know anything about the product.” Ugh. Yeah that’s your job to educate them. Take responsibility and help fix it.
  7. Think of how many sales reps and how many customers they touch.