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Breaking Conway’s Law–or How to Work Differently and Not Ship Your Org Chart (Tatyana Mamut at Enterprise Experience 2019)

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Breaking Conway’s Law–or How to Work Differently and Not Ship Your Org Chart (Tatyana Mamut at Enterprise Experience 2019)

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Tatyana Mamut: "Breaking Conway’s Law–or How to Work Differently and Not Ship Your Org Chart"
Enterprise Experience 2019 • June 3-4, 2019 • San Francisco, CA, USA
http://www.enterpriseexperience.net

Tatyana Mamut: "Breaking Conway’s Law–or How to Work Differently and Not Ship Your Org Chart"
Enterprise Experience 2019 • June 3-4, 2019 • San Francisco, CA, USA
http://www.enterpriseexperience.net

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Breaking Conway’s Law–or How to Work Differently and Not Ship Your Org Chart (Tatyana Mamut at Enterprise Experience 2019)

  1. 1. Breaking Conway’s Law: How to work differently & not ship your org chart Tatyana Mamut, PhD Head of Product, Nextdoor
  2. 2. What makes building great products hard?
  3. 3. ENGINE
  4. 4. WEATHER
  5. 5. PIRATES
  6. 6. Making Decisions when everyone on the inside has a different perspective & partial knowledge
  7. 7. Make Customers The North Star
  8. 8. An organization that walks the talk on Customer Centricity: 6 Ways of Working
  9. 9. 1 Obsess over customers instead of revenue, competitors, technology, or business model
  10. 10. 2 Get busy & important people “in the field” with customers
  11. 11. 3 Resist Proxies
  12. 12. “RESIST PROXIES” “Market research and customer surveys can become proxies for customers – something that’s especially dangerous when you’re inventing and designing products... I’m not against beta testing or surveys. But you, the product or service owner, must understand the customer, have a vision, and love the offering. Then, beta testing and research [and process] can help you find your blind spots. A remarkable customer experience starts with heart, intuition, curiosity, play, guts, taste. You won’t find any of it in a survey.” - 2017 Amazon Shareholder Letter
  13. 13. SURVEYS & TESTS
  14. 14. SALESPEOPLE
  15. 15. 4 Don’t make up fictional customers & don’t stereotype customers
  16. 16. FICTIONAL CUSTOMERS (ie. personas)
  17. 17. EXERCISE: How might your organization develop the habits to obsess over customers “instead of” revenues, technology, competitors, or the business model?
  18. 18. EXERCISE: - WHAT WE CURRENTLY DO - WHAT WE MIGHT START DOING - WHAT WE MIGHT STOP DOING
  19. 19. 5 Show new ideas to customers early, and often
  20. 20. 6 Measure what matters to customers, and make yourself accountable for your mission & purpose
  21. 21. EXERCISE: How might your organization align product metrics around customer values and your own mission and purpose?
  22. 22. EXERCISE: - CURRENT TOP PRODUCT METRIC(S) - THE STORY THIS TELLS - WHAT COULD WE START MEASURING TO SHIFT THE STORY?
  23. 23. Don’t ship your org chart: - Spend time in the field with real customers / “resist proxies” - Measure what matters to your customers, not just your shareholders
  24. 24. Thank you. in/tmamut

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