Product Development with Spotify's Product Manager
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Companies treat the role of product management differently. Miles Davis, Product Manager at Spotify, shared how they articulate the product development process at Spotify and the role and expectations of a PM.
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Product Development with Spotify's Product Manager
- 1. Product Development with Spotify’s Product Manager
- 2. FREE INVITE Join 10,000+ Product Managers on
- 6. Include @productschool and #prodmgmt at the end of your tweet Tweet to get a free ticket for our next Event!
- 8. Product Management @ Spotify Miles Lennon July 26, 2017
- 10. Agenda 1. What Spotify considers “product” 2. What Spotify considers a “PM” 3. Q&A
- 11. Audience question: Who are Spotify’s customers?
- 13. Audience question: What do you think Spotify considers as its products?
- 15. Revenue Artists
- 16. Partners Platforms & Frameworks
- 17. Audience question: How many users does Spotify have?
- 19. Free vs Paid On Demand Offline High quality Ads Free K&M/TV/Tablet yes no no yes Mobile Free Tier shuffle play no no yes Premium yes yes yes no
- 20. Mobile - Vast majority of usage Consumer Experience
- 21. Partner & Platform X MAU ON PLATFORMS
- 25. Product Lifecycle Keep costs low when doing product discovery
- 26. Product Lifecycle Delay operating cost to when risk is lower Cost of 140m users across many platforms
- 27. Product Lifecycle MVP Scoping Architecture Quality code Quality design Test automation Rollout Marketing/PR Dashboards Monitoring Research Problem validation Concept validation Experimentation Throw away code Throw away design Optimization Cost reduction
- 28. Discovering products. AKA “Think its”
- 30. We believe in shared understanding and that ideas can come from everywhere Culture
- 31. “Think-It” Team. designproduct techinsights user research
- 32. Tools - Data
- 33. Tools - User Research
- 34. Tools - Design Sprints
- 35. Tools - A/B testing Cell A – Library and Settings Cell A – Radio and Library
- 36. What we expect of PMs April 26, 2017
- 38. 🤔
- 39. Product Management @ Spotify Accountability & Responsibilities 1. Learning. Your domain and create (contrarian) beliefs 2. Relating. Company strategy to your domain 3. Choose the opportunity. And define the impact potential 4. Framing. The opportunity, set constraints, and define success 5. Pathing. The journey and be the delta to ensure overall delivery
- 40. Tech+Design Accountability 1. Technical delivery against commitments (deadlines and milestones) 2. Technical quality, scalability, stability, etc 3. UX which meets strategic goals and product requirements / hypotheses
- 41. Learn
- 44. Relate
- 46. Choose
- 47. Framework: DIBBs
- 48. Framework: Goals & Beliefs vs. Executions
- 49. Frame
- 51. Path
- 55. Q&A
- 56. Part-time Product Management Courses in New York
Editor's Notes
- Thanks for coming!
- We currently have a slack community of 10,000
- For those of you new here to our meetup, Product School offers 8-week, part-time courses on how to be a product manager.
- We also offer a program called Coding for Managers. This course is for professionals without a technical background who want to learn how to code, build a better rapport with engineer teams and increase visibility with hiring managers.
- If you'd like a free ticket to our next event, be sure to tweet a picture of your presenter using @productschool or check-in to the event on facebook. Following the presentation, please come show me and I'll take your email to send your free ticket.
- Etugo Nwokah
- Presenter introduction Talk about product at Spotify, different kind of products you might work on and the overall lifecycle Presentation time will be X min, Questions during talk
- Before we get started I want to share this graph with you. This is a model of how quickly we forget things from 1885 which since then has been replicated. The key takeaway I want to share is that you will likely forget 50% of the content I’m going to go through in an hour. You probably don’t remember more than 25% of the content from yesterday. We forget things fast so reflect, review and practice. That’s what this day and this first session is about.
- TBST is a framework we use for building products
- The biggest risk is building a wrong product that doesn’t delight users or doesn’t move appropriate metrics. This is the Product Risk. The idea is to drive this risk down and release products quickly.
- Think It process drives the risk down at a lower cost of operations.
- Let's
- This is an example of a team, sometimes all functions are represented, sometimes not Walk through team and roles Key is immersing yourself in a problem across disciplines. Best ideas are interdisciplinary, not supplied by the PO
- Presenter introduction Talk about product at Spotify, different kind of products you might work on and the overall lifecycle Presentation time will be X min, Questions during talk
- You have to understand all 3 dimensions well to have impact. UX is about people/needs/solutions, technology opens new doors for creating value and understanding the business strategy/model guides us in trying to maximize the value we create. But why do we need PMs in the first place?
- You have to understand all 3 dimensions well to have impact. UX is about people/needs/solutions, technology opens new doors for creating value and understanding the business strategy/model guides us in trying to maximize the value we create. But why do we need PMs in the first place?
- Be the scientist, uncover, understand, explain what is true, now and the future… PM@Spotify is essentially a learning machine for the company.
- Strategy builds on being a domain expert who can apply judgement. World doesn’t stand still, everything changes and is moving, product, customers, trends, competition Reflecting on where we need or should be is key.
- As you develop your strategy it’s key that you do in relation to the overall company strategy and use that context when explaining what you intend to do. The value we create with our smaller ships have to pull in the same direction.
- Fundamentally developing insights to become a domain expert allows us to craft strategy and beliefs. From this we can decide to take on problems and opportunities. Data, Insights, Beliefs, Bets, DIBBs for short is a PM@Spotify tool for carefully outlining our beliefs. Most valuable beliefs are contrarian, going against conventional thinking, or are based on unique insights. Unique insights can from observations (data) or by start from from first principles, a key of assumptions which are generally held to be true.
- Most people don’t deal with uncertainty Leadership is about closing the gap between what’s true today or what we know today and what could be true Framing a problem is about defining it clearly, solutions really depend on well we define the problem, what success is and what the constraints are There are many tactics, leading by example, exploring the unknown or using crafting a strong vision, aligning emotion, imagination and incentives Framing problem or opportunities, setting constraints and defining success in an uncertain world is an art. This is what we normally refer to us as product vision. You can do it many different ways, writing product briefs, giving talks, and sometimes it’s best just to make something simple visually which captures people’s imagination and sets them off in the right direction.
- Let’s talk about the concept of pathing or strategy roadmaps...
- These steps will vary a lot depending on the domain and what you’re trying to do. For some it will mean learning a lot, trying out hypotheses and navigating to find solutions. For others it might be building an A/B test and then deciding whether to roll it out. We’ll spend more time this afternoon talking about roadmaps on those are used to capture this journey. Pathing is very complicated art, balancing goals, delivery tactics and maximizing learning. This journey can also be used to explain one of the fundamental traits of a PM. The more effective and skilled a PM gets the higher the probability, time or resources spent on finding or disproving value. If we think about this journey as function of time the PM becomes the delta effect. This is a very important concept. The activities you engage with can be high or low variance in terms delta and they differ depending on context.
- Being the delta is usually what we refer to as execution. We now have clearer operational model in our teams when it comes to delivery and UX but PMs still have to be delta when needed to keep things going forward. Being mindful of the types of delta activities you engage with is important and when they’re needed. Sometimes the right things is to focus on crafting a clear roadmap to make sure teams understand where they’re going. Sometimes it’s just writing a document with a decision because everybody seems to be talking past each other.
- Thanks for coming!