"Escaping the Build Trap" by Melissa PerriProductized
Many large companies that have been around for decades, or even newer startups that have found some stability, fall into a dangerous place called “The Build Trap”.
In this PRODUCTIZED keynote, Melissa Perri explains how businesses need to restructure their thinking to focus on finding value for the user through experimentation to achieve business goals: getting out of “The Build Trap”
The document discusses how teams often fall into the "build trap" where they continuously add features to the backlog without removing items or prioritizing based on customer needs. It argues that agile practices alone are not enough and that product management needs to treat the product strategy as an emergent system focused on customer empathy, experimentation, and desired outcomes rather than detailed plans or wish lists. The key is having an adaptive strategy, a process for learning through experiments, and understanding customer problems rather than assuming what features they want.
The Bad Idea Terminator - QCon London 2015Melissa Perri
The document discusses how to be an effective "Bad Idea Terminator" by avoiding common mistakes made when developing products and features. It outlines four main mistakes: 1) Not recognizing biases when evaluating ideas. 2) Failing to focus on solving an actual problem. 3) Committing to building a solution without properly testing ideas first. 4) Launching without defining metrics to measure success. The key is to recognize biases, validate problems with customers, test ideas quickly before building, and set goals to determine if an idea is worthwhile. This approach helps product teams focus on good ideas and avoid wasting time on bad ones.
The document discusses lessons from three-star restaurants on providing excellent user experiences. It notes that the core product must be great and unique in order to succeed. Restaurants like El Bulli spent time researching and experimenting to develop innovative dishes. Providing exceptional service is also key - the delivery of the food experience shapes how the customer feels. World-class restaurants anticipate customer needs, empower their staff to be creative, and work as a team to consistently deliver high-quality experiences.
This document discusses lean product development and user experience (UX) principles. It emphasizes building minimum viable products (MVPs) through short development cycles of validating assumptions with customers, measuring outcomes, and iterating based on learnings. Specific lean practices highlighted include validating problems before building solutions, collaborative cross-functional teams, designing MVPs, continuous deployment, focusing on outcomes over outputs, and avoiding vanity metrics.
The document discusses how product managers can escape the "build trap" by choosing the right processes, having a clear strategy, and creating a learning-focused culture. It emphasizes using processes like market research and experimentation to reduce uncertainty. A good strategy provides alignment through a vision and objectives. The culture should reward learning from failures and customer interactions. Product managers can apply these principles by selecting processes tailored to problems, setting goals aligned with strategy, and sharing lessons learned.
This document discusses integrating the Lean Startup methodology. It contains a Twitter conversation where someone is trying to convince others to adopt a Lean approach but is meeting resistance. They acknowledge that Lean is difficult and scary for some people. They emphasize starting small with experiments to test assumptions, building minimal viable products, getting user feedback, and iterating quickly through a process of learning.
The document discusses the concept of a minimum viable product (MVP) and the process of designing MVPs to learn about customer needs. It emphasizes that the goal of an MVP is to learn, not necessarily to ship a product, and that it is a process of experimentation and addressing key questions to understand problem-solution fit and product-market fit. The document provides several definitions and perspectives on MVPs from thought leaders and advocates designing MVPs that address customers' biggest problems and creating a unified field theory to provide vision and guide experimentation.
"Escaping the Build Trap" by Melissa PerriProductized
Many large companies that have been around for decades, or even newer startups that have found some stability, fall into a dangerous place called “The Build Trap”.
In this PRODUCTIZED keynote, Melissa Perri explains how businesses need to restructure their thinking to focus on finding value for the user through experimentation to achieve business goals: getting out of “The Build Trap”
The document discusses how teams often fall into the "build trap" where they continuously add features to the backlog without removing items or prioritizing based on customer needs. It argues that agile practices alone are not enough and that product management needs to treat the product strategy as an emergent system focused on customer empathy, experimentation, and desired outcomes rather than detailed plans or wish lists. The key is having an adaptive strategy, a process for learning through experiments, and understanding customer problems rather than assuming what features they want.
The Bad Idea Terminator - QCon London 2015Melissa Perri
The document discusses how to be an effective "Bad Idea Terminator" by avoiding common mistakes made when developing products and features. It outlines four main mistakes: 1) Not recognizing biases when evaluating ideas. 2) Failing to focus on solving an actual problem. 3) Committing to building a solution without properly testing ideas first. 4) Launching without defining metrics to measure success. The key is to recognize biases, validate problems with customers, test ideas quickly before building, and set goals to determine if an idea is worthwhile. This approach helps product teams focus on good ideas and avoid wasting time on bad ones.
The document discusses lessons from three-star restaurants on providing excellent user experiences. It notes that the core product must be great and unique in order to succeed. Restaurants like El Bulli spent time researching and experimenting to develop innovative dishes. Providing exceptional service is also key - the delivery of the food experience shapes how the customer feels. World-class restaurants anticipate customer needs, empower their staff to be creative, and work as a team to consistently deliver high-quality experiences.
This document discusses lean product development and user experience (UX) principles. It emphasizes building minimum viable products (MVPs) through short development cycles of validating assumptions with customers, measuring outcomes, and iterating based on learnings. Specific lean practices highlighted include validating problems before building solutions, collaborative cross-functional teams, designing MVPs, continuous deployment, focusing on outcomes over outputs, and avoiding vanity metrics.
The document discusses how product managers can escape the "build trap" by choosing the right processes, having a clear strategy, and creating a learning-focused culture. It emphasizes using processes like market research and experimentation to reduce uncertainty. A good strategy provides alignment through a vision and objectives. The culture should reward learning from failures and customer interactions. Product managers can apply these principles by selecting processes tailored to problems, setting goals aligned with strategy, and sharing lessons learned.
This document discusses integrating the Lean Startup methodology. It contains a Twitter conversation where someone is trying to convince others to adopt a Lean approach but is meeting resistance. They acknowledge that Lean is difficult and scary for some people. They emphasize starting small with experiments to test assumptions, building minimal viable products, getting user feedback, and iterating quickly through a process of learning.
The document discusses the concept of a minimum viable product (MVP) and the process of designing MVPs to learn about customer needs. It emphasizes that the goal of an MVP is to learn, not necessarily to ship a product, and that it is a process of experimentation and addressing key questions to understand problem-solution fit and product-market fit. The document provides several definitions and perspectives on MVPs from thought leaders and advocates designing MVPs that address customers' biggest problems and creating a unified field theory to provide vision and guide experimentation.
The document discusses the "build trap" that product teams can fall into, where they focus on building features without properly validating ideas with customers first. It provides examples of cognitive biases that can lead teams to make assumptions without evidence. The presentation provides recommendations for adopting a lean approach, such as talking to customers early, testing ideas quickly before building them out, prioritizing based on customer needs, and measuring success based on key metrics.
The document outlines 5 golden rules of user experience (UX) design: 1) Design for the user, not yourself; 2) Design needs a goal such as to delight, engage or convert users; 3) Keep designs simple; 4) Usability is more important than aesthetics; 5) No design is permanent and designs should be treated as hypotheses to continually improve the user experience. The rules are presented by Melissa Perri at an H3 conference.
Creating Successful MVPs in Agile Teams - Agile 2014Melissa Perri
The document discusses creating minimum viable products (MVPs) in agile teams. It outlines a process for defining experiments to test product hypotheses, including determining the goal, problem, desired learning, minimum build, and success metrics. An example is provided where a music streaming service team wants to increase conversion of free to paid users by making it easier for customers to discover new music.
The document discusses product strategy and leadership. It provides various definitions and perspectives on strategy, including that strategy provides a decision-making framework to achieve goals within current capabilities. It also discusses the roles of product leaders in providing vision, goals, and guardrails for teams. Effective strategies emerge from experimentation while remaining stubborn on vision but flexible on details.
This document discusses minimum viable products (MVPs) and how to design MVP experiments. It defines an MVP as the smallest amount of work needed to test an idea. The document recommends building an MVP to validate assumptions before fully developing a product. It outlines the MVP process as defining a customer problem, investigating assumptions, building a small test, measuring customer behavior, evaluating success, and then pivoting or persevering. Examples of different types of MVPs are provided. The overall message is that MVPs should be used to test ideas through quick, low-cost experiments before making large investments in development.
Lean UX in Startups - Agile Experience Design MeetupMelissa Perri
Lean UX focuses on early customer validation, collaborative design, measuring key performance indicators, applying appropriate tools, and nimble design. It is well-suited for startups as it emphasizes learning through continuous customer input and experimentation to build the minimum viable product needed to learn. The Lean UX process involves the whole team in user research and design studios to collaboratively design solutions to users' problems.
Beyond Pretty: Creating Better Products with Measurable DesignMelissa Perri
The document discusses the importance of measurable design and outlines a process for creating designs that can be measured for success. It advocates treating design as a hypothesis and using both qualitative and quantitative research methods. Key aspects of the process include defining clear goals, understanding the target user, identifying problems, taking small measurable steps such as simplifying information hierarchy, and determining how to measure if the goal was achieved through metrics and user research. The overall message is that good design solves problems and should be continually evaluated and improved through a scientific process of hypothesis, testing, and measurement.
This document summarizes Melissa Perri's presentation on lean product management. It discusses defining the customer's problem through investigating assumptions and measuring customer behavior. It also discusses evaluating the success of minimum viable products through iterative testing and measuring actionable metrics like clicks and purchases rather than vanity metrics. Using the lean process can help products reach success faster and with less wasted resources than traditional waterfall development.
Designing to Learn: Creating Successful MVP ExperimentsMelissa Perri
The document discusses designing minimum viable product (MVP) experiments to test product hypotheses efficiently. It recommends following a process of defining a goal, identifying a customer problem, stating a hypothesis of what needs to be tested to achieve the goal, building the smallest thing possible to test the hypothesis, and setting metrics to measure success. Various types of MVPs are described, such as interviews, landing pages, concierge services, and Wizard of Oz prototypes. The overall message is that an MVP approach allows products to be improved through continuous learning with minimal effort.
This document discusses lean product management and how it differs from traditional product management. Lean product management focuses on discovering customer problems through interaction and feedback, experimenting to solve problems, and involving the whole team including developers. The lean product manager works on a problem roadmap rather than a product roadmap, and emphasizes building solutions to problems, measuring results, and learning through experiments instead of predefining requirements and features.
This letter provides a recommendation for Elizabeth Livingston for her work as a graphic designer intern at SuperInterns.com from November 2015 to April 2016. The author, her supervisor Julie Braun, praises Elizabeth's creativity, problem-solving skills, integrity, attention to detail, ability to understand brands, and delivery of excellent work. Braun states that Elizabeth was a fantastic asset to the team and recommends her highly for employment.
Delegationsreise ins Silicon Valley und nach Washingtononcampus
Bericht über die zehntägige Delegationsreise der Staatskanzlei Schleswig-Holstein mit 55 Teilnehmern. Besucht wurden u.a. Google, Facebook, Tesla, Twitter, SAP und Datenschutz-Organisationen.
This document discusses continuous product improvement using a Product Kata framework. It introduces the Kata concept and shows how it can be applied to product management. Key aspects covered include establishing goals and target conditions, measuring current performance, experimenting through incremental changes, and reviewing progress regularly. Examples are provided around a goal of making sellers more self-sufficient by reducing office calls. The document advocates applying Kata principles systematically as part of daily work, like Toyota's approach to continuous improvement.
The presentation elaborates on consumer insights, including what they are and how companies can mine them and activate them. It discusses how insights can be obtained from various sources using different research techniques. It also addresses how companies can transition to becoming more insight-driven organizations that use insights to gain a competitive advantage. The presentation provides examples and strategies for activating insights across business operations to impact business performance.
FoMO driven culture at the enterprise - What we can do to stay productiveDaiany Palacios
The document discusses how a culture of fear of missing out (FoMO) can hurt productivity. It suggests limiting connectivity, managing notifications, making better choices about what not to do, and being disciplined. Pairing and mob programming are recommended to improve team performance. The presentation cautions that too many interruptions can cause stress, frustration, and high mental workload, so finding the right balance in communication is important to stay productive.
Republic Day is celebrated in India on January 26th each year to commemorate the day India became a republic and adopted its constitution. On this day in 1950, the constitution of India came into effect, replacing the Government of India Act (1935) as the governing document of India, thus transitioning the nation from a dominion to a fully sovereign democratic republic. Republic Day celebrations involve parades showcasing India's cultural diversity and military might, with the prime minister laying a wreath at the Amar Jawan Jyoti memorial.
Nuevos caminos para aprender sobre Maiz y Sorgho por medios socialesJoitske Hulsebosch
El documento describe cómo las redes sociales pueden usarse para innovar en las cadenas de maíz y sorgo en Argentina. Explica que existe una revolución en las redes sociales y que los profesionales pueden ser más innovadores utilizando medios sociales. También describe cómo la innovación colectiva a nivel de cadena es posible a través de la interacción entre actores y consumidores en plataformas como Twitter y blogs. Finalmente, propone algunas ideas como seguir la cuenta de Maizar en Facebook y participar en MOOCs para promover la innovación en
The document discusses the "build trap" that product teams can fall into, where they focus on building features without properly validating ideas with customers first. It provides examples of cognitive biases that can lead teams to make assumptions without evidence. The presentation provides recommendations for adopting a lean approach, such as talking to customers early, testing ideas quickly before building them out, prioritizing based on customer needs, and measuring success based on key metrics.
The document outlines 5 golden rules of user experience (UX) design: 1) Design for the user, not yourself; 2) Design needs a goal such as to delight, engage or convert users; 3) Keep designs simple; 4) Usability is more important than aesthetics; 5) No design is permanent and designs should be treated as hypotheses to continually improve the user experience. The rules are presented by Melissa Perri at an H3 conference.
Creating Successful MVPs in Agile Teams - Agile 2014Melissa Perri
The document discusses creating minimum viable products (MVPs) in agile teams. It outlines a process for defining experiments to test product hypotheses, including determining the goal, problem, desired learning, minimum build, and success metrics. An example is provided where a music streaming service team wants to increase conversion of free to paid users by making it easier for customers to discover new music.
The document discusses product strategy and leadership. It provides various definitions and perspectives on strategy, including that strategy provides a decision-making framework to achieve goals within current capabilities. It also discusses the roles of product leaders in providing vision, goals, and guardrails for teams. Effective strategies emerge from experimentation while remaining stubborn on vision but flexible on details.
This document discusses minimum viable products (MVPs) and how to design MVP experiments. It defines an MVP as the smallest amount of work needed to test an idea. The document recommends building an MVP to validate assumptions before fully developing a product. It outlines the MVP process as defining a customer problem, investigating assumptions, building a small test, measuring customer behavior, evaluating success, and then pivoting or persevering. Examples of different types of MVPs are provided. The overall message is that MVPs should be used to test ideas through quick, low-cost experiments before making large investments in development.
Lean UX in Startups - Agile Experience Design MeetupMelissa Perri
Lean UX focuses on early customer validation, collaborative design, measuring key performance indicators, applying appropriate tools, and nimble design. It is well-suited for startups as it emphasizes learning through continuous customer input and experimentation to build the minimum viable product needed to learn. The Lean UX process involves the whole team in user research and design studios to collaboratively design solutions to users' problems.
Beyond Pretty: Creating Better Products with Measurable DesignMelissa Perri
The document discusses the importance of measurable design and outlines a process for creating designs that can be measured for success. It advocates treating design as a hypothesis and using both qualitative and quantitative research methods. Key aspects of the process include defining clear goals, understanding the target user, identifying problems, taking small measurable steps such as simplifying information hierarchy, and determining how to measure if the goal was achieved through metrics and user research. The overall message is that good design solves problems and should be continually evaluated and improved through a scientific process of hypothesis, testing, and measurement.
This document summarizes Melissa Perri's presentation on lean product management. It discusses defining the customer's problem through investigating assumptions and measuring customer behavior. It also discusses evaluating the success of minimum viable products through iterative testing and measuring actionable metrics like clicks and purchases rather than vanity metrics. Using the lean process can help products reach success faster and with less wasted resources than traditional waterfall development.
Designing to Learn: Creating Successful MVP ExperimentsMelissa Perri
The document discusses designing minimum viable product (MVP) experiments to test product hypotheses efficiently. It recommends following a process of defining a goal, identifying a customer problem, stating a hypothesis of what needs to be tested to achieve the goal, building the smallest thing possible to test the hypothesis, and setting metrics to measure success. Various types of MVPs are described, such as interviews, landing pages, concierge services, and Wizard of Oz prototypes. The overall message is that an MVP approach allows products to be improved through continuous learning with minimal effort.
This document discusses lean product management and how it differs from traditional product management. Lean product management focuses on discovering customer problems through interaction and feedback, experimenting to solve problems, and involving the whole team including developers. The lean product manager works on a problem roadmap rather than a product roadmap, and emphasizes building solutions to problems, measuring results, and learning through experiments instead of predefining requirements and features.
This letter provides a recommendation for Elizabeth Livingston for her work as a graphic designer intern at SuperInterns.com from November 2015 to April 2016. The author, her supervisor Julie Braun, praises Elizabeth's creativity, problem-solving skills, integrity, attention to detail, ability to understand brands, and delivery of excellent work. Braun states that Elizabeth was a fantastic asset to the team and recommends her highly for employment.
Delegationsreise ins Silicon Valley und nach Washingtononcampus
Bericht über die zehntägige Delegationsreise der Staatskanzlei Schleswig-Holstein mit 55 Teilnehmern. Besucht wurden u.a. Google, Facebook, Tesla, Twitter, SAP und Datenschutz-Organisationen.
This document discusses continuous product improvement using a Product Kata framework. It introduces the Kata concept and shows how it can be applied to product management. Key aspects covered include establishing goals and target conditions, measuring current performance, experimenting through incremental changes, and reviewing progress regularly. Examples are provided around a goal of making sellers more self-sufficient by reducing office calls. The document advocates applying Kata principles systematically as part of daily work, like Toyota's approach to continuous improvement.
The presentation elaborates on consumer insights, including what they are and how companies can mine them and activate them. It discusses how insights can be obtained from various sources using different research techniques. It also addresses how companies can transition to becoming more insight-driven organizations that use insights to gain a competitive advantage. The presentation provides examples and strategies for activating insights across business operations to impact business performance.
FoMO driven culture at the enterprise - What we can do to stay productiveDaiany Palacios
The document discusses how a culture of fear of missing out (FoMO) can hurt productivity. It suggests limiting connectivity, managing notifications, making better choices about what not to do, and being disciplined. Pairing and mob programming are recommended to improve team performance. The presentation cautions that too many interruptions can cause stress, frustration, and high mental workload, so finding the right balance in communication is important to stay productive.
Republic Day is celebrated in India on January 26th each year to commemorate the day India became a republic and adopted its constitution. On this day in 1950, the constitution of India came into effect, replacing the Government of India Act (1935) as the governing document of India, thus transitioning the nation from a dominion to a fully sovereign democratic republic. Republic Day celebrations involve parades showcasing India's cultural diversity and military might, with the prime minister laying a wreath at the Amar Jawan Jyoti memorial.
Nuevos caminos para aprender sobre Maiz y Sorgho por medios socialesJoitske Hulsebosch
El documento describe cómo las redes sociales pueden usarse para innovar en las cadenas de maíz y sorgo en Argentina. Explica que existe una revolución en las redes sociales y que los profesionales pueden ser más innovadores utilizando medios sociales. También describe cómo la innovación colectiva a nivel de cadena es posible a través de la interacción entre actores y consumidores en plataformas como Twitter y blogs. Finalmente, propone algunas ideas como seguir la cuenta de Maizar en Facebook y participar en MOOCs para promover la innovación en
1) A cell-based flow cytometric assay was developed and validated to detect neutralizing antibodies against AAV5 vector in human matrix.
2) The assay used HEK-293 cells transduced with AAV5-eGFP vector. Controls and human matrix samples were mixed with the vector and incubated before adding to cells.
3) The assay demonstrated a dose-dependent inhibition of vector transduction by anti-AAV5 antibodies spiked into matrix. The assay also showed good intra-assay and inter-assay precision.
La visita a la planta CADINSA incluyó la reparación de una prensa de doble tornillo y una prensa Stord RS-64F, con trabajos como tornos de 10 metros, barrenado, mandrinado, soldadura continua y arenado.
This review article discusses seminal fluid-mediated inflammation in the female reproductive tract. It summarizes that:
1) Seminal fluid contains inflammatory bioactive lipids and prostaglandins that can modulate the immune system and exacerbate inflammation in the female reproductive tract.
2) Seminal fluid-mediated inflammation has been implicated in female reproductive physiology like ovulation, implantation, and childbirth, but can also enhance tumorigenesis and susceptibility to infections.
3) The review highlights the molecular mechanisms by which seminal fluid regulates inflammatory pathways in the female reproductive tract and how alterations in these pathways contribute to both the physiology and pathology of female reproductive function.
El verdadero clamor de media noche - S Snow españolZafnat Panea
Este documento resume tres profecías bíblicas relacionadas con el segundo advenimiento de Cristo: 1) Los 6000 años asignados para este mundo terminarán en 1844; 2) Los 7 tiempos de los gentiles, un período de 2520 años de dominio gentil sobre la iglesia, también concluirá en 1844; 3) Los 2300 días de la profecía de Daniel se extienden hasta la venida de Cristo en las nubes de gloria y expirarán en 1844. El autor argumenta que estas profecías indican que la segunda venida de Cristo ocurrir
This document discusses escaping the "build trap" by creating high alignment through a strong product strategy framework. It emphasizes using the right processes, like prototyping and design sprints, to navigate uncertainty. It also stresses the need for a product-led organization with policies and practices to make strategic decisions using data from customer insights and product performance metrics. Aligning teams through a clear strategy allows them to make decisions while avoiding building things just for the sake of building.
The document discusses the concept of a minimum viable product (MVP) and designing products through experimentation and customer feedback. It advocates releasing early versions of products to learn what customers want through iterative design and testing, rather than fully developing products before customer input. The goal of an MVP is to test problem-solution fit and product-market fit with minimum effort by getting feedback from customers.
This document outlines Melissa Perri's presentation on creating effective MVP experiments. The presentation covers:
1. Defining what an MVP is and why they are important for validating assumptions before building fully.
2. Guidance on setting up MVP experiments, including defining the customer and problem, investigating assumptions, designing tests, measuring results, and iterating.
3. Different types of MVPs (e.g. concierge, wizard of oz, landing page) and when each is most appropriate.
4. Adapting MVP experiments based on customer feedback and constraints.
5. How MVP experiments can be incorporated into agile development processes using short sprint cycles.
1) The document discusses how The Next Web marketing team went from running 5-7 A/B tests per week to aiming to run 200 tests per year through improving their testing process and infrastructure.
2) Some lessons learned include focusing on engagement by testing related content placements, iterating on existing tests, and aiming to test on larger segments and more significant changes.
3) While they did not fully achieve running 200 tests in 2015, their learnings around establishing goals, improving documentation and communication, and allowing innovation helped increase their testing capacity significantly over time.
Melissa Perri Lean Product Management - Agile on the Beach 2014agileonthebeach2014
The document discusses lean product management. It emphasizes discovering customer problems through interaction and feedback, running experiments to solve problems, and delivering high customer value. A lean product manager works to identify problems rather than gather requirements, runs experiments instead of predefined solutions, and involves the whole team instead of working independently. The goal is to deliver extreme customer value through constant learning and problem solving.
Voice is currently one of the topics that you hear about everywhere: voice bots, voice assistants, voice devices. However, voice always has been around as a means of communication. So Voice as in the media today is just a new old touchpoint of brands and vendors interacting with their audience. Plus: even if you are in retail and want to sell your products via Amazon Alexa, classic marketing communication via TV/radio/print is not obsolete.
This presentation was held as a 45 minute lecture to Corporate Communication master students of Business Academy Fresenius (Germany) on June 6th, 2018. The feedback of students and professor was very positive.
Digital transformation - learning from the pros. Digital transformation confe...CharityComms
This document summarizes a presentation on digital transformation. It discusses how major companies like Starbucks, Gov.uk, John Lewis have digitally transformed through adopting new technologies, focusing on quick wins, being customer-focused, and backing innovation with budgets. Examples of digital transformations that increased online sales, donations, and engagement are provided. The presentation encourages organizations to consider their own digital before and after by learning from these industry leaders.
Social Media ROI: How to Measure Your successCarmen Collins
Carmen Shirkey Collins discusses the importance of understanding social media return on investment (ROI). She emphasizes setting clear goals for social media engagement, knowing your target audience, and tracking the right metrics over time. Collins also stresses the value of engagement over follower counts and provides tips for measuring performance on various social media platforms both manually and through tools. Her overall message is that ROI depends on having a strategy, measuring the right vanity metrics and costs, and evaluating whether social media is achieving the desired business objectives.
This document discusses the differences between traditional and lean product management. Traditional product managers focus on determining new features and requirements, while lean product managers focus on discovering customer problems through feedback. Lean product managers run experiments to solve problems, lead implementation of successful experiments, and manage a problem roadmap. The lean approach prioritizes customer needs over internal requirements, uses data from experiments over assumptions, focuses roadmaps on problems not features, and encourages collaboration on ideas.
1) The document discusses how The Next Web scaled up their A/B testing program from 20-30 tests in 2014 to around 200 tests per year.
2) They started by using Google Analytics Content Experiments but then hit limits, so they developed their own process and tools using Google Tag Manager and JavaScript.
3) Key aspects of their approach included setting a clear vision, structuring their team for testing, communicating results, continually innovating their process, and focusing on quality over just quantity of tests.
Eme01. Socialytics: Accelerating IBM Connections Adoption with Watson Analyticspanagenda
Social adoption is a challenge for many companies. What is the most effective utilization of the environment? Who is using which resources, what in the environment is dormant or orphaned? Where should efforts focus in order to improve adoption? All of these questions can be difficult to answer and there is no "one size fits all" solution as each organization has their own unique needs. Join Femke Goedhart and Franz Walder and learn how to tackle this topic using IBM Connections and Watson. Starting out with IBM Bluemix Data Connect to collect and combine data from relevant sources, they use the cognitive power of IBM Watson Analytics to answer those tricky questions and provide solutions to real-world adoption challenges.
This co-presented experience report at #Agile2016 is about our journey of agile changes in higher education administration, and what we learned from our mistakes.
Zappos at DRS: Why is Social Commerce So Hard? How Zappos is Navigating Social Digiday
Social media, while great for formalizing the user fan base, doesn't necessarily help translate "likes" into purchases. How can retailers better leverage the opportunities presented by social into sales? Learn about Zappos' approach to creating social media experiences that encourage loyalty and customer follow through.
Speaker: Alice Han, ux designer/product lead, Zappos
This document outlines strategies for leveraging digital tools to accomplish organizational goals. It discusses telling compelling stories that connect with audiences, prioritizing real-time engagement, and growing one community through another. Specific tips are provided for telling stories, engaging audiences, and cross-promoting between communities. Tools are recommended for activities like data collection, analytics, and outreach. Attendees are broken into groups to come up with story ideas, engagement plans, and growth strategies for a fundraising activity.
BrightonSEO October 2022 - Martijn Scheybeler - SEO Testing: Find Out What Wo...Martijn Scheijbeler
This document discusses SEO testing and experimentation. It provides examples of types of SEO tests that could be done, such as pre-post testing, A/B testing, and combining different measurement approaches. Specific cases are also mentioned, like testing the impact of internal linking, HTML sitemaps, and changes to page titles and meta descriptions. The document emphasizes that SEO testing takes work to set up properly and find meaningful results, but it is important for identifying what strategies are truly effective.
The document discusses social selling and how to implement a successful social selling program. It emphasizes using content, community, and communication channels to establish thought leadership and ambassadorship. Specific advice includes customizing profiles, finding content curators, developing training programs, and change management best practices like pilot programs and policy development. The overall message is that content is the new way of selling and social networks can be leveraged to connect with customers and prospects.
This document contains a list of 50 types of slides that can be used in presentations. It includes common chart types like bar charts and pie charts. It also lists types of slides for photos, infographics, text, important slides, figures, and more. The list was sourced from slideshare.net, a website where presentations can be uploaded and shared.
The document appears to list types of slides that can be used in presentations. It includes 50 types of slides organized under categories like CHARTS, PHOTO, INFOGRAPHICS, TEXT, IMPORTANT SLIDES, FIGURES. Common slide types listed include title slides, section slides, bar charts, photos, mind maps, and call to action slides. The source of the slides types is listed as slideshare.net.
The document lists 50 types of slides that can be used in presentations. It includes different types of charts, photos, infographics, text elements, important slides like title slides, figures, and other visual elements. The list provides high-level categories of visual elements that can be incorporated into presentations.
This document lists 50 different types of slides that can be used in presentations. Some of the highlighted slide types include charts (bar charts, histograms, scatter charts), photos (printscreen, photo of human and text, animals), infographics (visual metaphors, word clouds, timelines), text-based slides (quotes, lists, questions), and important structural slides (title slides, section slides, last slides). The document provides a high-level overview of different visual elements that can be incorporated into presentations.
The document lists 50 different types of slides that can be used in presentations. It includes charts, photos, infographics, text elements, important structural slides, figures, and other visual elements like timelines, processes, and coordinate systems. The source of the slides types is listed as slideshare.net.
This document contains a list of 50 different types of slides that can be used in presentations. It includes common chart types like bar charts and pie charts. It also lists other visual elements such as photos, infographics, mind maps, and timelines. The document categorizes the slides into sections like charts, photos, infographics, text, important slides, and figures. It indicates that the source of this list of slide types is slideshare.net.
This document lists 50 different types of slides that can be used in presentations. It includes various chart types like bar charts and histograms. It also includes slides with photos, infographics, different text elements, important slides like titles, sections and questions. The source of this list of slide types is cited as slideshare.net.
This document lists 50 different types of slides that can be used in presentations. It includes common chart types like bar charts and pie charts. It also includes slides for photos, infographics, text elements, important concepts, intro/outro slides, and more. The document provides a high-level overview of different slide options without descriptions of each type. It directs the reader to slideshare.net as the source for more information on the various slide types.
This document lists 50 different types of slides that can be used in presentations. It includes common chart types like bar charts and pie charts. It also includes slides with photos, infographics, text elements, important slides like title slides and thank you slides. The source of the slides types is listed as slideshare.net.
This document lists 50 different types of slides that can be used in presentations. It categorizes the slides into charts, photos, infographics, text, important slides, and figures. Some of the slide types included are bar charts, histograms, pie charts, photos of humans and text, word clouds, titles slides, questions slides, and call to action slides. The document notes that the source of the slides types is slideshare.net.
This document contains a list of 50 types of slides that can be used in presentations. It includes different types of charts, photos, infographics, text elements, and other slides often used at important points in presentations like title slides, section slides, and last slides. The list contains items like bar charts, histograms, pie charts, photos, logos, icons, infographics, word clouds, timelines, and more. It does not provide any descriptions or details about the slides, only their type names.
The document lists 50 different types of slides that can be used in presentations. These include common chart types like bar charts and pie charts. It also includes slides with photos, infographics, text elements, important elements like titles and sections, and concluding slide types. The source of the slide types is listed as slideshare.net, a website where presentation slides can be shared.
This document lists 50 different types of slides that can be used in presentations. It includes common chart types like bar charts and pie charts. It also includes slides with photos, infographics, text elements, figures, and important slides like title slides and last slides. The source of this list of slide types is cited as slideshare.net.
The document lists 50 different types of slides that can be used in presentations. It includes charts, photos, infographics, text-based slides, important slides like titles and conclusions, figures, and more. The types of slides are organized into categories like charts, photos, info graphics, text, important slides, and figures. The source of the slides types is listed as slideshare.net.
The document lists 50 types of slides commonly used in presentations. These include various charts like bar charts, histograms and pie charts. It also includes photos, infographics, different text elements, important slides like title slides and last slides, figures, and time-based elements like timelines and processes. The source of this list of slide types is cited as slideshare.net.
This document lists 50 different types of slides that can be used in presentations. It includes common chart types like bar charts and pie charts. It also includes slides with photos, infographics, text elements, important elements like titles, sections and questions. The document provides a comprehensive list of slide types to consider when creating a presentation.
This document lists 50 different types of slides that can be used in presentations. It includes common chart types like bar charts and histograms. It also includes slides with photos, infographics, text elements, important concepts, figures, titles, and closing slides. The source of the slide types is listed as slideshare.net, which is a website where people share and discover presentation slides.
This document lists 50 different types of slides that can be used in presentations:
- It categorizes the slides into charts, photos, infographics, text, important slides, and figures.
- Some examples of slide types included are bar charts, histograms, pie charts, photos of humans/animals, word clouds, timelines, titles slides, and call to action slides.
- The source of the slide types is listed as slideshare.net, an online platform for sharing presentations.
This document lists 50 different types of slides that can be used in presentations, grouped into categories such as charts, photos, infographics, text, important slides, and figures. The slides include options like bar charts, histograms, pie charts, photos, mind maps, timelines, call to action slides, and title slides. The document notes that the source of the slides types is the website slideshare.net.
This document lists 50 different types of slides that can be used in presentations. It groups the slides into several categories including charts, photos, infographics, text, important slides, figures. The slides range from basic elements like titles, sections and questions to more advanced elements like mind maps, processes, comparisons and timelines. The source of the slides types is listed as slideshare.net.
International Upcycling Research Network advisory board meeting 4Kyungeun Sung
Slides used for the International Upcycling Research Network advisory board 4 (last one). The project is based at De Montfort University in Leicester, UK, and funded by the Arts and Humanities Research Council.
14. @lissijean
“Scrum doesn’t focus on
delivering just any increment
of business value; it focuses
on delivering the highest
priority business value as
defined by the customer
(Product Owner).”
The
Product
Owner
Agile Project
Management with Scrum
Ken Schwaber, 2004
27. @lissijean
Product Strategy is a system,
made up of visions, goals,
constraints, and where we are
now that results in desired
business and customer outcomes.
41. @lissijean
“The price is too high,
we should lower it.”
“The photos are not enticing.”
“We need to rebrand the sign
up funnel to the new design.”
“We should be offering
sign up gifts.”
“They cannot try it for free!”
43. 5 years FDS a top dinner option for the target market.
double acquisition Dec 2016
increase conversion rate across all
platforms by X% by end of Q2.
conversion rate is Y% on desktop
and X% on mobile.
44. @lissijean
Company
Goal,
Product KPI,
Future state.
What are
users
doing now?
What’s the
first
little goal?
User Research,
Product
Experiments
Product Kata
1 2 3 4
Planning Experimenting
A scientific, systematic way to build better products.
46. @lissijean
Learned:
The top reasons people are leaving.
@lissijean
0%
10%
20%
30%
40%
Reason
Can't Find Menu What's in the box? The price is too high I want more plan options I am vegan
55. @lissijean
If users engage
with the site more,
then they will
contribute more to
their savings.
HYPOTHESIS
Pop ups that lead
users to savings
growth calculators.
Success = clicking
TEST
56. Jim, Exec Mgr for
Business Line
Great,
let’s build these
three features.