Transforming to a product led company by Josh Centner

Transforming to a product led company by Josh Centner

• 1.
  Running a successfultransformation to be a product led company PageUps journey to successfully implement a cutting edge approach to product development and innovation
• 2.
  Our new approach to product innovation ThePageUp story so far What we learned along the way Agenda
• 3.
  PageUps Journey SoFar
• 4.
  360 310 260 210 160 110 60 0 2009 2012 202019972003 Decision made to transform product development structure and practices. In 2020 Product now a full talent management suite. Dev operating as feature teams driven by sales In 2009 Global expansion. Team specialisation as one person can no longer do & be across everything. In 2003 PageUp founded - provider of custom software solutions. Developers do everything end-to-end. In 1997 VC raise accelerates growth. Growing pains from legacy code and large product surface area. In 2012 TimelineCustomers
• 5.
  Key Problems External rate ofchange Internal rate of change Loss in competitiveness
• 6.
  Key Problems External rate ofchange Internal rate of change Loss in competitiveness
• 7.
  Pain points Alignment & autonomy Separation of strategy anddev Dev, sales, ops and marketing disconnect People Holding each other accountable
• 8.
  Pain points Managing legacy code Context switching Low user research capabilities Alignment & autonomy Separation ofstrategy and dev Dev, sales, ops and marketing disconnect Metrics focus People Process Holding each other accountable
• 9.
  Pain points Managing legacy code Context switching Low user research capabilities Alignment & autonomy Separation ofstrategy and dev Dev, sales, ops and marketing disconnect Metrics focus People Process Holding each other accountable Strategy Retention Lack of story Growth Not actionable
• 10.
  So what doesa transformation look like
• 11.
  Transformation Components ProcessPeople Strategy
• 12.
  Transformation Components ProcessPeople Strategy Culture TeamStructure Capability Uplift
• 13.
  Transformation Components ProcessPeople Strategy Culture TeamStructure Capability Uplift Research Innovation and Experimentation Development and Launch
• 14.
  Transformation Components ProcessPeople Strategy Culture TeamStructure Capability Uplift Investment pproach Product Strategy Research Innovation and experimentation Development and Launch
• 15.
  Structure
• 16.
  Pre-Transformation Feature Teams FeatureteamFeature team Feature team Feature team Sales Requests Customer Requests Value Value
• 17.
  Leadership team Product Objective Team Objective Mission teamsin a low complexity organisation MissionTeam MissionTeam MissionTeam MissionTeam
• 18.
  Leadership team Value Stream StreamLeadership MissionTeam MissionTeam MissionTeam MissionTeam Value Stream Stream Leadership MissionTeam MissionTeam MissionTeam MissionTeam Product Objective Team Objective Strategic Objective Mission Teams at Scale
• 19.
  Leadership team Value Stream StreamLeadership MissionTeam MissionTeam MissionTeam MissionTeam Product Objective Team Objective Strategic Objective Post Transformation Structure Product Innovation Framework }
• 20.
  Sales Marketing Ops & Support Cross-functionalvalue streams All people required to deliver value are part of the team Dev Research & Design Product
• 21.
  Culture
• 22.
  Talent Acquisition StreamValues We choose to have difficult conversations and put our teams wellbeing above our own discomfort
• 23.
  5 Dysfunctions ofa team
• 24.
  Capability Uplift
• 26.
  Key components forcapability uplift All people inc. leadership attend training Put training into action ASAP Strong coaching support Active feedback and support framework
• 27.
  Process and Approach
• 28.
  Inspiration Ideation Empathise DefineDesign Experiment Specific solutionGeneral problem statement Build the right thing
• 29.
  Build the thingright Learn Measure Build
• 30.
  Find the problem worth solving Discoverthe solution worth investing in Validate the solution with real users Build, launch and iterate! Scope Research & Focus Test & Learn ImplementIdeate PageUp’s Product Strategy PageUp Customer Centric Innovation Process
• 31.
  Soft Launch DEVELOPMENTEXPERIMENTATION LAUNCH ExperimentPost LaunchEarly Access Not Viable Focus on learning Viable Prioritise learning over value Viable Focus on value Not Viable Focus on learning Full Launch Access to all customers
• 32.
  Referral Revenue Retention Activation Acquisition Team Member
• 33.
  Key principles Research led Metricsdriven Collaborative & Iterative Design Development & Launch Consistent Investment focused Prioritisation Objective Inclusive
• 34.
  Metrics are theultimate boss
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  Delivery metrics Speed OutputCost Predictability Sustainability
• 36.
  Product metrics Happiness EngagementAdoption Retention Task Success
• 37.
  Aligned business objectivesto customer/user metrics Revenue Profit Ops and Sales Cost Product Dev Marketing Retention Growth Referrals Customer Satisfaction Product Innovation e.g. Automated candidate matching Task Success Completion Rate Complaints & Feedback Speed to complete LAGGING INDICATORS Clear quarterly impact LEADING INDICATORS Clear weekly impact
• 38.
  Investing in risk(and risk mitigation)
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  Two part investmentstrategy
• 40.
  Two part investmentstrategy Accelerate
• 41.
  Two part investmentstrategy Accelerate Enable
• 42.
  Product Strategy -your compelling boundaries
• 43.
  Under attack Our story sofar Purpose of this strategy Markets and Customers Deepening our competitive advantage Strategy Components - Telling the story
• 44.
  PageUp Product VisionThemes Revolutionary Something It’s totally revolutionary Disruptive Something Automating something to do something special Market Something Step 1: Build the thing Step 2: ??? Step 3: Profit
• 45.
  Summing it up
• 46.
  Process Research led Metrics driven Collaborative& Iterative Strategy Investment approach Compelling story People Culture Team Structure Capability Uplift What we covered
• 47.
  Key lessons (whatI would do better)
• 48.
  Have the metricssorted before commencing a transformation
• 49.
  Baseline skills neededfor the new world and put a comprehensive, long term coaching plan in place
• 50.
  Have a strongand engaging product strategy ready to go to ensure alignment and enable effective autonomy
• 51.
  Thank You Josh Centner- Head of Product and Delivery joshcentner