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Product school think like a product manager

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Slides from Ken Sandy ! Thank you again for this talk

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Product school think like a product manager

  1. 1. Think like a Product Manager /Productschool @ProdSchool /ProductmanagementSF
  2. 2. Ken Sandy - Product Consultant & Executive coach - Industry Fellow at the Center for Entrepreneurship and Technology at UC Berkeley - Previously VP, Product at Lynda.com www.productschool.com Think like a Product Manager
  3. 3. THINK LIKE A PRODUCT MANAGER Product School San Francisco May 25th, 2016 Ken Sandy Instructor, SCET, UC Berkeley © Ken Sandy Consulting
  4. 4. To start… 1. Take out your phone 2. Pick your second favorite application 3. Turn to a neighbor (next, in-front or behind you) 4. Take in turns to tell your neighbor the following (be creative) Convince them they should be using the application themselves Identify a business or user metric you’d be curious to measure Imagine what more you wish the app could do for you Critique something you don’t like about the existing app © Ken Sandy Consulting
  5. 5. The Four PM Mindsets Critique Imagine Focus & Strengthen Broaden & Investigate © Ken Sandy Consulting
  6. 6. Explorer Mindset Drives Innovation EXPLORER Expand the solution space with some creative thinking © Ken Sandy Consulting
  7. 7. Explorer Mindset Behaviors ü Define and communicate a VISION ü Canvas for UNSOLVED PROBLEMS and POTENTIAL SOLUTIONS ü BRAINSTORM with friends and colleagues ü BORROW from any relevant products in market ü PROTOTYPE multiple ideas The Dreamer © Ken Sandy Consulting
  8. 8. Analyst Mindset Drives Understanding ANALYST Understand your customer behavior and unmet needs © Ken Sandy Consulting
  9. 9. Analyst Mindset Behaviors The Detectiveü Set clear KPI’S for your product ü Constantly observe and interview CUSTOMERS (qualitative) ü MEASURE how your product performs (quantitative) ü Develop NEW HYPOTHESES and EXPLORE data to look for trends ü Track COMPETITORS and other industry players to gain perspective © Ken Sandy Consulting
  10. 10. Challenger Mindset Identifies Risks CHALLENGER Make good ideas stronger – kill the bad ideas © Ken Sandy Consulting
  11. 11. Challenger Mindset Behaviors The Nay-sayerü Define your ASSUMPTIONS, conduct a RISK ASSESSMENT, and model WORSE-CASE SCENARIOS ü LISTEN to the party-pooper – ask “why-not” ü Test EARLY, test OFTEN ü COMMUNICATE negative outcomes and concerns internally ü FOCUS, PRIORITIZE, CUT © Ken Sandy Consulting
  12. 12. Evangelist Mindset Builds Momentum EVANGELIST Motivate a team and build support © Ken Sandy Consulting
  13. 13. Evangelist Mindset Behaviors The Cheer-leaderü Build relationships with INTERNAL and EXTERNAL STAKEHOLDERS ü PITCH – hone and practice your message and selling points (30sec) ü Provide CONTEXT and ACCESS TO CUSTOMERS for your team ü LOSE OWNERSHIP to others ü Listen for DISSENTING VOICES – incorporate feedback and address gaps © Ken Sandy Consulting
  14. 14. The Four PM Mindsets ANALYST EXPLORER CHALLENGER EVANGELIST Critique Imagine Focus & Strengthen Broaden & Investigate © Ken Sandy Consulting
  15. 15. Exercise 1. Take out a piece of paper 2. Draw the four quadrants 3. Check-mark your strength – your “go-to” • Write down one behavior or skill you think you do well 4. Circle which one your team members or manager is most strong • Write down one behavior or skill you might utilize more to balance their tendencies 5. Put a cross in the area where you’d like to personally develop more • Write down one behavior or skill you want to practice more © Ken Sandy Consulting
  16. 16. The Four PM Mindsets ANALYST EXPLORER CHALLENGER EVANGELIST © Ken Sandy Consulting
  17. 17. Pitfalls 1. Losing Objectivity: through confirmation bias, inflexibility, defensiveness, or too much personal investment 2. Halo Effect: falling in love too quickly with your own ideas 3. Hypothesis in Hindsight: rewriting history to fit current data 4. Reactiveness: paying too much attention to competitor moves 5. No Re-evaluation: failure to revisit your assumptions 6. Group-think: listening to conjecture over gathering independent data 7. Eagerness: optimizing given short-term goals or to please stakeholders, deciding on one path too quickly 8. Drinking the Cool-aid: mistaking your pitch for objective analysis 9. Sugar-coating: avoidance of delivering bad news, often in concern that they’ll shoot the messenger 10. Lacking Persistence: even in the face of challenge and doubt, keep on believing © Ken Sandy Consulting
  18. 18. Developing Product Best Practices Example – 1981 Kodak report on the future of digital • The quality of prints from electronic images will not be generally acceptable to consumers as replacement for prints based on the science of photography. • The consumer’s desire to handle, display, and distribute prints cannot be replaced by electronic display devices. • Electronic systems (camera and viewing input device for TV) will not be low enough in price to have widespread appeal. © Ken Sandy Consulting
  19. 19. Questions? kenjsandy@gmail.com © Ken Sandy Consulting
  20. 20. Upcoming Courses www.productschool.com www.productschool.com jake@productschool.com APPLY AT SAN FRANCISCO Weekdays: July 5th Weekends: July 9th MOUNTAIN VIEW Weekdays: August 16th Weekends: June 18th
  21. 21. Josh Merill, Head of Product @ eShares on June 1st UPCOMING WORKSHOP www.productschool.com RSVP ON EVENTBRITE
  22. 22. Developing Product Best Practices Appendix
  23. 23. What makes a great Product Manager? CUSTOMER FOCUSED RESULTS ORIENTEDINSPIRES & MOTIVATESEXCELLENT COMMUNICATOR PROBLEM SOLVER BUSINESS SAVY RESILIENT ANALYTIC & DATA DRIVEN STRATEGIC AND TACTICALHIGHLY COLLABORATIVE TECHNICALLY SAVY TAKES OWNERSHIP © Ken Sandy Consulting
  24. 24. Prioritizing Development • Will this incrementally improve a key driver for the business – cost, revenue per user, conversion? • Will this improve usability? • Will this improve engagement & customer satisfaction? Improving existing capabilities is driven through EXPERIMENTATION and ITERATION • Will this delight customers with new value or desirability? • Will this generate sustainable, new revenues? • Will this help us scale? • Is this helping us to realize our vision? Adding new capabilities is encapsulated in a BACKLOG or ROADMAP © Ken Sandy Consulting
  25. 25. The Product Manager’s Worry List TOTAL PRODUCT SUCCESS: You are the mini-CEO or GM of your product 1. Is this valuable to customers? Who is adopting it and why? Is adoption rate sufficient? (Desirability) 2. Is my churn rate too high to sustain & grow this business? Do I know why users stop using my product? (Retention) 3. Can I make this easier to use or adopt? Where are they dropping out? (Usability) 4. Are costs of getting new customers in line with the value we can derive out of them in the future? (Cost of acquisition) 5. Is the product worth money – now or in the future? How much and why? (ARPU) 6. Who in my organization is charged with selling, marketing and distributing this? Do they have everything they need? Do they know how to sell it? Do they feel accountable? (Discoverability) 7. Am I making the appropriate investment in ongoing Development and other internal resources commensurate with a viable business? Would they be better deployed elsewhere? (ROI) 8. What risks have I underestimated? What is my mitigation plan? (Risk Profile) 9. Does the organization and team support this? Have I evangelized enough? (Alignment) 10. Are we learning and responding fast enough – with tests that either succeed or fail? Does my team plan-build-ship-measure on a frequent basis? (Sense of Urgency) What does the data REALLY say? What does my heart REALLY say? © Ken Sandy Consulting

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