How to Create a Compelling Product Vision
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Main Takeaways: - What does product vision really mean? - Why it’s important - How to create your own product vision - Selling your vision
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How to Create a Compelling Product Vision
- 1. www.productschool.com How to Create a Product Vision by Dropbox PM
- 2. CERTIFICATES Your Product Management Certificate Path Product Leadership Certificate™ Full Stack Product Management Certificate™ Product Management Certificate™ 20 HOURS40 HOURS40 HOURS
- 3. Corporate Training Level up your team’s Product Management skills
- 4. Free Product Management Resources BOOKS EVENTS JOB PORTAL COMMUNITIES bit.ly/product_resources COURSES
- 6. How to create a product vision
- 7. 7 Hello!I am Tansik Koyuncu I am product person
- 8. My Background 2013 2017 20182010 2019+
- 10. ● What does product vision really mean? ● Why it’s important ● How to create your own product vision ● Selling your vision Agenda
- 11. 11 “If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.” – Antoine de Saint-Exupéry
- 12. What Does Product Vision Really Mean?
- 13. 13 The future you want to create in 3-5 years How are you going to achieve this vision? Vision StrategyVS
- 14. Setting the vision altitude 14 Type of change in the world - CEO Future promise to customers - CPO Supportive product components - PM Company Vision Product Vision Area/Group Vision
- 15. Dropbox Vision Product Vision Notification & Feeds Area 15 Design a more enlightened way of working Leading the collaborative universe, tying everything together Transform activity Information to helpful insights In Real Life
- 16. ▪ Company vision sets overall direction ▪ Product vision is the “north star” so every PM understands the larger whole ▪ Area/Group vision should ladder up and avoid competing visions 16 Vision Levels Working Together
- 17. 17 In Real life ▪ Company Vision = Product Vision for one product companies ▪ Vision/Strategy are often mixed and need both either way ▪ Startups struggle with limited customer knowledge or market shifting ▪ ▪ Initially a one product company ▪ Limited product team and documented vision ▪ Majority of effort spent discovering (then building) around customer desire of “easy”
- 19. Why You Get Hired How You Get Promoted 19 Senior IC Level “I shape the vision for future product investments” Junior IC Level “I regularly leverage data and user insights”
- 20. 20 Product vision creates leverage ● Unleashes ● Unifies ● Stabilizes
- 22. Stepping back to understand context Clarifying the vision altitude Understanding & challenging existing assumption and bias Bringing the right team along Six blind men and the elephant
- 23. Masters vs Apprentice 23 Vague Clear product purpose Overly broad Helps set direction Buzzwordy Understands customer pain Easily achievable Audacious Limited team excitement Inspires apprentices & masters
- 24. Tools to help craft a vision Geoffrey Moore’s Vision Template 24
- 25. Tools to help craft a vision Working Backwards with a Press Release 25
- 26. Tools to help craft a vision Produx Lab Vision & Milestone Template 26
- 28. Tips on Selling 28 Presell with stakeholders Build alignment with stakeholders with sneak peaks and consultation before any “grand reveal” Lead with a provocation Be opinionated, directive and proposal-based while still collaborating and incorporate team feedback Don’t make it personal If the vision doesn’t work that’s okay. Doesn’t mean you are wrong, just the underlying assumptions or timing
- 29. Trouble starting? Do i understand my role and scope? ▪ Create the sandbox Can i articulate the problem space? ▪ Define the core problems ▪ Define the emotion users want to feel Do i know what’s happening in the market ▪ Consider competitive and adjacent companies 29
- 30. 30 “If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.” – Antoine de Saint-Exupéry
- 32. Appendix 32
- 33. 33 Readings ▪ Mission v.s. Vision by Marty Cagan ▪ Crossing the Chasm by Geoffrey Moore ▪ Ladder of Needs by Kit Ulirch Template ▪ SlidesCarnival
- 34. www.productschool.com Part-time Product Management Training Courses and Corporate Training