ProductTank AMS - Werkspot Product Culture - Antonio van der Weel
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Antonio van der Weel discusses how his company Werkspot/Instapro created a product-focused culture by putting product at the center of management. They scale this culture by making core values explicit when hiring and forming objective-driven product teams. The teams use Agile and Lean methodologies, focusing on solving user problems through objectives and key results (OKRs) that are tracked publicly to recognize values. Epics and stories are developed quarterly from the company mission and strategic tracks to guide teams.
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ProductTank AMS - Werkspot Product Culture - Antonio van der Weel
- 1. Antonio van der Weel Feb 2017 How we created our product culture at Werkspot / Instapro
- 2. x
- 6. Our Management Team background
- 7. Product at the center of the Management Team Chief Strategy OfficerChief Product OfficerChief Marketing & Sales CEO
- 8. Scaling our company culture How do we keep our great culture and atmosphere, while growing fast from 70 to 140 employees within 2 years?
- 9. Make Core values explicit Inspired by: Netflix http://www.slideshare.net/reed2001/culture-1798664 Kayako https://medium.com/life-at-kayako/capturing-and-scaling-startup-values-2c8a84731acc#.xzxf24oge Risks if you don’t make values explicit while growing: § Hiring the wrong people § Teams with different cultures § Unclear what behavior to recognize and reward
- 11. Hiring the right people § You can’t teach values to people § Serious part of recruiting (culture interview) § Performance of an individual developer is not the same as team performance Image: integreatleadership.com
- 12. Objective driven product teams
- 13. How we do things How we don’t do things Agile Agile helps teams respond to unpredictability through incremental, iterative work and feedback. Waterfall We don’t upfront define and schedule into detail for a long period (like a year) everything we want to do. Lean The core of Lean methodology is a build-measure- learn feedback loop based on a minimal viable product (MVP) approach. Heavy research & assumptions We don’t do very heavy research upfront and define our requirements based on assumptions of this. Problem and opportunity driven We start with finding out and defining a (user) problem to be solved. Solution driven We don’t start with defining features, they are a result of a specific problem we want to solve. Focus on user value Start with the need of the user. Business results will follow when doing things right. Financial driven We don’t start with our financial goals but we start with user needs. We are not blind for business goals but they are a result, not the goal. Ownership Our product development department has ownership and mandate to find the best solution for the given objectives. Top down solutions We don’t dictate solutions on what or how to do things by management (but steer on objectives and key results) How we do product development
- 14. OKRs: Objectives & Key Results EXAMPLE OKRs Q1 2017 Objective: Increase user base Key Results: 1. Increase daily page views to 1,000 2. Total monthly new users to 10,000 § Objectives are ambitious (80% reachable) § Key Results are measurable (SMART) § OKRs are public
- 15. 7Geese to track OKRs and recognize core values
- 16. How we go from company mission to stories Company mission Easiest & most reliable way to arrange home services Strategic tracks Make it easier for Service Professional to win jobs Objectives & key results Improved matching > Win-rate improved by 25% Epics Matching settings during onboarding Releases / stories TBD by scrum team Inspired by: Intercom: https://blog.intercom.com/how-we-build-software/ Spotify: https://dl.dropboxusercontent.com/u/1018963/Articles/HowSpotifyBuildsProducts.pdf Yearly updated quarterly quarterly Epics
- 17. Leading your team by objectives & vision Epic stories focus on the objective and results. Start quarter with vision presentation § Helps to keeps team focused on doing impactful things § Leaves space open for team input on solutions § Guides team on scope questions Image: illustratedagile.com
- 18. Challenges of working objective driven § Delicate balance between too specific and too broad Key Results, enough space needed to pivot § Can you be truly lean if OKRs end within the quarter? Limits ability to iterate § Investors/management needs to learn there is no answer to ‘what will you build this year?’. We create quarterly short-term product roadmaps, based on long-term strategic objectives
- 19. Ask Me Anything
- 20. antonio van der weel