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Right from the Start : From Failing Fast to Succeeding Sooner - Alan Albert at ProductCamp Portland 2020
- 1. Right From TheStart From Failing Fast to Succeeding Sooner Alan Albert marketfit.com alan@marketfit.com linkedin.com/in/alanalbert @a_albert #values-first
- 2. What are ourmost difficult product challenges? ?
- 3. Your job ishard!
- 4. I expect mycurrent efforts will eventually succeed will ultimately fail
- 5. The real problem Mostof the time, we fail
- 6. We fail alot! More than 80% fail Startups Products Services Features
- 7. We’re not evenaware we’re going to fail
- 8. There’s a lotof waste More than $29B spent per year creating features used rarely or never Source: Pendo 2019 Feature Adoption Report
- 9. We’ve got someserious problems to fix
- 10. Product Creation Process TheProcess of Design Squiggle by Damien Newman, thedesignsquiggle.com
- 11. Two distinct phases DiscoveryOptimization
- 12. What’s wrong withhow we do Discovery? Too much time to learn money to design and build Too few leading indicators signs we’re on the wrong track
- 13. These are seriousproblems to fix
- 14. The waste ishere… The Process of Design Squiggle by Damien Newman, thedesignsquiggle.com
- 15. What if wecould start here?
- 16. What if insteadof struggling with priorities… We all agreed on the same North Star?
- 17.
- 18. You may bethinking...
- 19. This sounds alot like waterfall
- 20. It probably takestoo long
- 21.
- 22. What if adifferent approach doesn’t work?
- 23. Why am Icalling for a new approach?
- 24.
- 25. I’ve been there…andfailed, repeatedly $1B
- 26. A story offailure [ mine ]
- 27. “ You're goingon an apology tour! ”
- 28. Bugs? Missing features? Slow performance? Hardto use? Discovering where we went wrong
- 29. Bugs? No Missing features?No Slow performance? No Hard to use? No Discovering where we went wrong
- 30. What I learned… sparkedthe journey that led me here today
- 31. Over the lastseveral years, I’ve been exploring... Why so much waste and failure? How to fail less, succeed faster? What do successful teams do?
- 32. You can achievesuccess, faster Once you gain tools and skills
- 33. We’re on thecusp of another shift Toyota - Reduce Manufacturing Waste → Quality Agile - Reduce Coding Waste → Feedback Lean - Reduce Optimization Waste → Speed Toyota Manufacturing Waste Quality Agile Coding Waste Feedback Lean Optimization Waste Speed
- 34. We’re on thecusp of another shift Toyota - Reduce Manufacturing Waste → Quality Agile - Reduce Coding Waste → Feedback Lean - Reduce Optimization Waste → Speed Toyota Manufacturing Waste Quality Agile Coding Waste Feedback Lean Optimization Waste Speed ??? Discovery Waste Success
- 35. We have achoice
- 36.
- 37. How can weimprove our Product Creation process?
- 38. Our current ProductCreation process The Process of Design Squiggle by Damien Newman, thedesignsquiggle.com
- 39. Two distinct phases DiscoveryOptimization
- 40. Where do wespend most of our time? Discovery Optimization
- 41. Where do wespend most of our time? Discovery Optimization
- 42. We often neverfind the right direction
- 43. What are wedoing here?
- 44. What are wedoing here? Design Build Measure Repeat
- 45. If this isthe best way… Why does it… Cost so much time & money? Fail so often?
- 46. Design the wrongthing Build the wrong thing Measure to see if it works Repeat, hoping for better What kinds of waste happen here?
- 47. Not Enough Features WrongFeatures Broken Features Doesn’t Work Doesn’t Solve the Problem Poor Marketing Bad Sales Process Why do products fail?
- 48. Not Enough Features WrongFeatures Broken Features Doesn’t Work Doesn’t Solve the Problem Poor Marketing Bad Sales Process Why do products fail?
- 49. What do weknow at the end? …that we didn’t know at the start?
- 50. Here we knowwhy Why they were interested Why they came Why they tried Why they bought Why they recommended Why they left
- 51. ? How do wefind our way out of here?
- 52. What’s really insidethis box? ?
- 53. Your customers What’s reallyinside this box?
- 54. Why not measureyour customers directly?
- 55. This is notabout Just talking to customers Asking about their problems Finding the job to be done Building what they ask for Showing your idea, design, or product Measuring how they react
- 56. This is aboutfinding a way to discover what drives your customers’ decision making
- 57. This is aboutfinding a way to discover the values that drive their decision making
- 58. If Henry Fordhad... asked what customers want “Faster horse”
- 59. If Henry Fordhad... asked what customers want discovered what customers value “Faster horse” “Get me there fast” “Keep me dry” “Stop paying for hay”
- 60. If Steve Jobshad... asked what customers want “Faster CPU, more memory” “More ports & peripherals”
- 61. If Steve Jobshad... asked what customers want discovered what customers value “Faster CPU, more memory” “More ports & peripherals” “Light enough to carry all day” “Power that lasts all day”
- 62. How can wedo better at Discovery?
- 63. Not Enough Features MissingFeatures Wrong Features Doesn’t Work Doesn’t Solve the Problem Poor Marketing Bad Sales Process Why do products fail?
- 64. Not Enough Features MissingFeatures Wrong Features Doesn’t Work Doesn’t Solve the Problem Poor Marketing Bad Sales Process Why do products fail? Not enough customers find them valuable enough
- 65. What makes yourproduct valuable? ?
- 66. What makes yourproduct valuable? Your customers
- 67. What makes yourproduct valuable? Customer Perception of Value If they value your product, then it is valuable If they don’t value your product, then it’s not valuable
- 68. Understanding Customer Perceptionof Value • Definition • Segmentation • Value Layers • Audiences • Context • Differentiation • Lots more… A very quick tour For another day
- 69. What are customervalues? What people care about in a particular context The “why” that makes them buy • Preferences, reasons & criteria • Motivations, goals & aspirations • Fears, concerns & worries • Limits, standards & ideals
- 70. People with differentvalues react differently to the same product
- 71. The same basicproduct…
- 72. Can be targetedat people with different values
- 73. New definition ofMarket Segment People who share the same perception of what’s most valuable
- 74. Choose your targetmarket segment
- 75. Choose your targetmarket segment carefully Large audience with shared values
- 76. Choose your targetmarket segment carefully Large audience with shared values Small audience with shared values
- 77. Value Layer Product orFeature Solution Type Problem / Job to be Done Role / Identity Customer Values exist in different layers
- 78. Example: Value Layersfor AirBNB Value Layer Example Product or Feature Online Apartment Booking Solution Type Online Marketplace Problem / Job to be Done Find a Place to Stay Role / Identity Experiential Traveler
- 79. Value Layer Example Productor Feature Online Apartment Booking Solution Type Online Marketplace Problem / Job to be Done Find a Place to Stay Role / Identity Experiential Traveler Example: Value Layers for AirBNB Ways they know it’s great when they see it Why they want it
- 80. Successful products focuson specific values Value Layer Example Values Product or Feature Online Apartment Booking Accuracy of Description, Completeness of Photos Solution Type Online Marketplace Number of Listings, Searchability Problem / Job to be Done Find a Place to Stay Comfort, Price Role / Identity Experiential Traveler Local Experiences, Low Risk
- 81. Value Layers determinehow innovative you can be Value Layer Example Product or Feature Online Apartment Booking Solution Type Online Marketplace Problem / Job to be Done Find a Place to Stay Role / Identity Experiential Traveler Incremental Disruptive
- 82. Audiences Each audience perceivesvalue differently Buyers / Purchasers Evaluators Decision Makers Scouts / Influencers Users Approvers
- 83. Context Perception of Valuechanges throughout the customer journey Awareness Consideration Purchase Usage Advocacy
- 84. Putting it alltogether Customer values at each layer drive decisions for a specific audience in a specific segment in a particular context
- 85. Values-First Design forProduct-Market Fit CUSTOMER VALUES PRODUCT VALUES MARKETING “PROMISE OF VALUE” PRODUCT - MARKET FIT
- 86. Applying the conceptsof Customer Perception of Value
- 87. To get tothe top of a market segment We try to excel at satisfying all our target customers’ values
- 88. We must besub-par at something But we can’t excel at everything
- 89. If we chooseto be sub-par at less important values
- 90. If we chooseto be sub-par at less important values We save time & money and reduce waste
- 91. We can excelat satisfying our customers’ top values
- 92. This is whatwinning companies do Deliver a tightly focused set of values to a large market
- 93. More features ≠more value Adding features often reduces value
- 94. Disruptive innovations omit“essential” features to deliver exceptional value No EvidenceNo TaxiNo HotelNo Keyboard No Gas Engine
- 95. You can createvalue by amplifying customers’ shared top values Get fit at home Find community Energy Stamina Help me look good Find my next job
- 96. Or you cancreate value by minimizing customers’ shared negative values Less Fat Zero Calories No Tears
- 97. The top 1- 3 values drive most customer decisions Safety PerformanceEconomy Being Green
- 98. But not sofast! Don’t guess at your customers’ values You’ll likely be wrong
- 99. Discovering customer valuesis hard How can we do it reliably?
- 100. Some ways we’vetried to do Discovery Surveys Talk to customers Focus groups Anthropological research Product testing A/B tests Product analytics We need a different approach, focused on Customer Perception of Value
- 101.
- 102. To discover customervalues, we can’t just guess
- 103. We must getbetter at asking questions
- 104. …and get betterat listening
- 105. We must focusexclusively on discovering values one audience at a time… Buyers / Purchasers Evaluators Decision Makers Scouts / Influencers Users Approvers
- 106. We must focusexclusively on discovering values one context at a time Awareness Consideration Purchase Usage Advocacy
- 107. Interviewing for CustomerPerception of Value 1. Ask them to describe their past behavior in your chosen context 2. Then ask about their thinking throughout that part of the journey
- 108. Interviewing for CustomerPerception of Value 1. Ask them to describe their past behavior in your chosen context 2. Then ask about their thinking throughout that part of the journey • Listen for how they made their decision, which values mattered most • Don’t mention any features or your ideas • Focus on discovering why. Don’t ask “why” or mention “values”
- 109. Value Discovery InterviewingTips Don’t pay interviewees Talk only to people who care Use surveys to screen interviewees Gain insight with live interviews Let them use their own words Avoid yes/no, a/b or forced choices Don’t mention your product or feature Learn what they care about Quantify the intensity of their values Learn which values matter most Don’t disagree, prove or sell Learn what they think
- 110. Customer Perception ofValue Mini-Workshop 1. Ask a neighbour to name a recent considered purchase 2. Ask them to describe their buying behavior in detail, start to finish Ask only about the past — not the present or future 3. Ask about their thinking along the journey they described Listen What led them to do the things that they did? How did they go about evaluating and arriving at their final decision? Listen carefully for their values and be empathetic!
- 111. Your insights intoPerception of Value
- 112. You have newtools & skills Congratulations!
- 113. What have welearned?
- 114. Values first! Values arediscoverable You don’t need a product, feature, wireframe or even an idea It’s actually better if you don’t
- 115. Traditional Discovery vs.Value Discovery Instead of We can now
- 116. Instead of tryingto excel at everything
- 117. We can excelat satisfying our customers’ top values
- 118. Measuring our progress Insteadof We can now Design → Build → Measure Measure values first Design → Build → Measure
- 119. Maximizing Customer Perceptionof Value A North Star we can all focus on
- 120. We’re not doneyet...
- 121. How can youmake this work at work?
- 122. Starting with valuediscovery Start small Be curious Collaborate Reduce bias Iterate
- 123. Sharing your experience Whatworks What doesn’t Questions Answers
- 124. We’re on ajourney Toyota Manufacturing Waste → Quality Agile Coding Waste → Feedback Lean Optimization Waste → Speed Values First Discovery Waste → Success
- 125.
- 126. Your job ishard!
- 127. You now havenew values-first tools and skills
- 128. Your job isgreat!
- 129. Right From TheStart From Failing Fast to Succeeding Sooner Alan Albert marketfit.com alan@marketfit.com linkedin.com/in/alanalbert @a_albert #values-first