Download as PDF, PPTX
Uploaded byNilan Peiris
Product = People
The document discusses building a strong product culture within startups, contrasting it with larger companies. It emphasizes the importance of creating autonomous teams that focus on customer-driven key performance indicators and advocates for a shift from shareholder value to customer value. The text also highlights the role of evangelism in driving growth and the need for better product ownership and decision-making processes.
More Related Content
![[Elite Camp 2016] Nilan Peiris Product == People](https://cdn.slidesharecdn.com/ss_thumbnails/09elitecamp-nilanpeiris-themissiondrivenstartup-160708115545-thumbnail.jpg?width=640&height=640&fit=bounds)
![5G Explained! A High Level Overview [Introduction]](https://cdn.slidesharecdn.com/ss_thumbnails/5gexplainedahighleveloverview-260119165306-cc137a3e-thumbnail.jpg?width=640&height=640&fit=bounds)
Product = People
- 1.
- 2. @nilanp HOW TO BUILDA CULTURE THAT BUILDS PRODUCT
- 3.
- 4.
- 5.
- 6.
- 7.
- 8.
- 9.
- 10. @nilanp £500 MILLION INTRANSFERS PER MONTH DOUBLING EVERY 3-4 MONTHS 1% OF ALL GLOBAL TRANSFERS HOPEFULLY SOONISH
- 11. @nilanp A COMMON THREAD? @nilanp
- 12.
- 13.
- 14.
- 15. @nilanp AN EMERGENT WAY OFBUILDING PRODUCT
- 16.
- 17. HOW PRODUCT GETSBUILT AT BIG CO @nilanp
- 18.
- 19.
- 20. @nilanp CPO / VPGROWTH / VP SALES
- 21.
- 22.
- 23. @nilanp ACCOUNTABILITY AND DECISION MAKING ATTHE TOP OF THE ORG
- 24.
- 25. HOW PRODUCT GETSBUILT AT STARTUPS @nilanp
- 26.
- 27. @nilanp STARTUPS START WITHNO DATA @nilanp
- 28. @nilanp STARTUPS START WITHCONVICTION @nilanp
- 29. @nilanp FOUNDER HAS AVISION FROM GOD @nilanp
- 30. @nilanp THEY THEN MICROMANAGEIT OUT @nilanp
- 31.
- 32. @nilanp LIKE WATCHING AMOUSE GIVE BIRTH TO AN ELEPHANT @nilanp
- 33. @nilanp IF THEY ARESUCCESSFUL @nilanp
- 34. @nilanp CPO / VPGROWTH / VP SALES
- 35.
- 36.
- 37. @nilanp ACCOUNTABILITY AND DECISION MAKING ATTHE TOP OF THE ORG
- 38.
- 39.
- 40. @nilanp DEVOLVE DECISION MAKINGTO TEAMS @nilanp
- 41.
- 42.
- 43. HOW EXACTLY HAVEWE GROWN ?
- 44. @nilanp EVANGELISM IS THEBIGGEST DRIVER OF GROWTH
- 45. WE BELIEVE WECAN CREATE EVANGELICAL CUSTOMERS
- 46. SO WHY DOPEOPLE RECOMMEND OUR PRODUCT ?
- 47.
- 48.
- 49.
- 50. TO ACHIEVE ADVOCACYYOUR PRODUCT NEEDS TO BE AN ORDER OF MAGNITUDE BETTER THAN THE ALTERNATIVE
- 51. BUT DON’T DOTHIS AS “GROWTH HACK” DO IT BECAUSE THE WORLD DESERVES IT
- 52.
- 53. @nilanp PEOPLE DO NOTTALK ABOUT MONEY TRANSFER IN THE PUB @nilanp
- 54. @nilanp GIVE YOUR CUSTOMERSSTORIES TO TELL @nilanp
- 58.
- 59.
- 60.
- 61. HOW DOES THISSCALE ?
- 62. @nilanp DEVOLVE DECISION MAKINGTO TEAMS
- 63. WE WORK INAUTONOMOUS INDEPENDENT TEAMS THAT FOCUS ON KPIS THAT MAKE A DIFFERENCE TO OUR CUSTOMERS AND DRIVE OUR GROWTH @nilanp@nilanp
- 64. @nilanp THE CURRENCIES TEAMWORKS ON LAUNCHING NEW CURRENCIES @nilanp
- 65. @nilanp IT IS AUTONOMOUS& INDEPENDENT @nilanp
- 66. Currencies Operations VerificationConversion Experience Virality Marketing @nilanp
- 67. @nilanp HOW DOES CULTURESUPPORT THIS ?
- 68. @nilanp WTF IS CULTUREANYWAY ?
- 69. @nilanp VALUES, PROCESSES &BEHAVIOURS
- 70.
- 71.
- 72.
- 73.
- 74.
- 75.
- 76.
- 77.
- 78. @nilanp EVERY PART OFTHE PRODUCT IS OWNED
- 79. @nilanp ANY TEAM CANCHANGE ANY PART OF THE PRODUCT
- 80.
- 81.
- 82.
- 83. @nilanp CROSS TEAM DISCIPLINES -Design - Engineering - Product - Data science @nilanp
- 84. @nilanp WHAT ABOUT COUNTRYTEAMS ?
- 85. @nilanp WE DO NOTHAVE A GLOBALLY SCALABLE PRODUCT
- 86.
- 87.
- 88. @nilanp PRODUCT MANAGERS ANDTHE EGO
- 89. @nilanp PRODUCT MANAGERS CANNOTTELL ENGINEERS WHAT TO DO EGO
- 90. @nilanp PRODUCT MANAGERS CANNOTTELL ENGINEERS WHAT TO DO @nilanp
- 91. @nilanp IF YOU FAILTO INSPIRE AN ENGINEER YOU WILL FAIL TO INSPIRE CUSTOMERS
- 92.
- 93.
- 94. TRADE OFFS &CHALLENGES
- 95. TRADE OFFS - Consistency -Efficiency - Singularity of vision - Swiftness of collective decision making
- 96. CHALLENGES - Accountability - Failure -Intervention
- 97. @nilanp WHY DO WEOPERATE THIS WAY ?
- 98. @nilanp 60 TO 400+TRANSFERWISERS IN 18 MONTHS
- 99.
- 100.
- 101. @nilanp A BANK COULDHAVE STARTED TRANSFERWISE AT ANY POINT IN THE LAST 100 YEARS @nilanp
- 102. @nilanp REFOCUSSING AN INDUSTRYFROM SHAREHOLDER VALUE TO CUSTOMER VALUE IS HARD @nilanp
- 103.
- 104.