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Pragmatic Product Strategy - Ways of thinking and doing that bring people together

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Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.

Publicado en: Tecnología

Pragmatic Product Strategy - Ways of thinking and doing that bring people together

  1. 1. PRAGMATIC PRODUCT STRATEGY WAYS OF THINKING AND DOING THAT BRING TOGETHER TECHNOLOGY, BUSINESS AND DESIGN 1 @jonnyschneider
  2. 2. 2 I am a Service Designer…
  3. 3. 3 …and a Product Strategist.
  4. 4. 4 ½ business ½ design
  5. 5. 5 Technology
  6. 6. 6 Strategy is worthless unless you ship
  7. 7. 7 Execution benefits from strategy good^
  8. 8. 12 Too much TALKING. RESEARCHING. MODELLING. THINKING. COMMON STRATEGY
  9. 9. 12 Too much TALKING. RESEARCHING. MODELLING. THINKING. COMMON STRATEGY NOT ENOUGH doing.
  10. 10. 13 Idea Target release research business strategy funding planning design delivery test
  11. 11. 13 Idea Target release research business strategy funding planning design delivery test
  12. 12. 13 Idea Target release research business strategy funding planning design delivery test
  13. 13. 13 Idea Target release research business strategy funding planning design delivery test …we can’t move the release date! the media campaigns are booked!!! Engineers, can you build less, and faster?
  14. 14. 13 Idea Target release research business strategy funding planning design delivery test …we can’t move the release date! the media campaigns are booked!!! Engineers, can you build less, and faster?
  15. 15. 14 Better Strategy
  16. 16. 15 EXPLOREUNDERSTAND CREATEDEFINE vision & plantrigger solution LEARN BUILD MEASURE DEFINE STRATEGY EXECUTE SOLUTION Understand why & define how Create the outcome Adapted and extended from British Design Council.
  17. 17. 16 EXPLORE CREATEDEFINE DIVERGENT EXPLORATION,
 DEEPER UNDERSTANDING Exploring opportunity is a search for disruptive questions. 
 Through observation and enquiry we reveal customer behaviour and business drivers to identify opportunities to consider. DEFINE STRATEGY EXECUTE SOLUTION Understand why & define how Create the outcome vision & plantrigger solution UNDERSTAND
  18. 18. 17 EXPLORE CREATE CONVERGE TO DEFINE A STRATEGIC DIRECTION We synthesise knowledge into insight and focus on the most compelling opportunities to pursue as we define a vision. Converging on our strategic 
 direction, we now consider how success will be measured. DEFINE STRATEGY EXECUTE SOLUTION Understand why & define how Create the outcome vision & plantrigger solution UNDERSTAND DEFINE
  19. 19. 1813 ENTERPRISE INNOVATION CROSS-FUNCTIONAL DISCOVERY ! Product + Process +Technology STRATEGIC WORKSHOP ! Big Picture Approach INTEGRATED STRATEGIES Agile Delivery Organisational Transformation Adoption Design UX Remediation Continuous Innovation Continuous Innovation Legacy Re-engineering 1–3 weeks 2–10 days “Unlock your enterprise potential” weeks, not months
  20. 20. 1913 ENTERPRISE INNOVATION CROSS-FUNCTIONAL DISCOVERY ! Product + Process +Technology STRATEGIC WORKSHOP ! Big Picture Approach INTEGRATED STRATEGIES Agile Delivery Organisational Transformation Adoption Design UX Remediation Continuous Innovation Continuous Innovation Legacy Re-engineering 1–3 weeks 2–10 days “Unlock your enterprise potential”
  21. 21. KNOW THE ECOSYSTEM
  22. 22. EXAMPLE: ANALYSIS • Business processes • Centralised Services • Manual Processing Centre • Customer Service Centre • Business Intelligence • Marketing Services • Information Technology • Marketing Services • Enterprise Technology Architecture • Shop-floor observations 40+ 10+30+ 1000+ representatives met hours of staff presentations, meetings, and interviews hours of live observation pages of documents and reports
  23. 23. KNOW THE CUSTOMER PAIN
  24. 24. 23
  25. 25. TELL A STORY
  26. 26. EXAMPLE CUSTOMER STORY - PRE TRIP Web: Baidu experience PDF: Mafengwo Triggers Inspiration Preparation Booking
  27. 27. EXAMPLE CUSTOMER STORY - TRANSIT by Sean Savage by Karl Baronby Anaa Yoo by Hideyuki Kamon Pre - travel Pre - flight In flight/transit Map: Citymaps2go
  28. 28. EXAMPLE CUSTOMER STORY - AT DESTINATION by Wayan Vota by Steven Erat by Shaun Dunmall by Mike Chaput Arrival In country In store
  29. 29. EXAMPLE CUSTOMER STORY - RETURNING HOME Preparation Landside Airside
  30. 30. by Steven Conry EXAMPLE CUSTOMER JOURNEY - BACK HOME by Epsos.de by AFS-USA Intercultural Programs Arrival Trip follow up Receive reward
  31. 31. 13 ENTERPRISE INNOVATION CROSS-FUNCTIONAL DISCOVERY ! Product + Process +Technology STRATEGIC WORKSHOP ! Big Picture Approach INTEGRATED STRATEGIES Agile Delivery Organisational Transformation Adoption Design UX Remediation Continuous Innovation Continuous Innovation Legacy Re-engineering 1–3 weeks 2–10 days “Unlock your enterprise potential”
  32. 32. Designer Analyst Chief Customer Officer Developer Head of Marketing CEO Service Design Architect IT Director Head of Product
  33. 33. 32 PERSPECTIVE
  34. 34. 33 PERSPECTIVE
  35. 35. 34 PERSPECTIVE
  36. 36. 35 business design PERCEPTIONS
  37. 37. 36 Customer Experience (usable/desirable) Technology (feasible) Business (viable) Good Product
  38. 38. 37 HOW MIGHT WE… begin to work better together, for bigger impact?
  39. 39. 38 HOW MIGHT WE… use how we see to inform strategy?
  40. 40. 39 ‘FEATURES TO BUILD’ COMMON EXECUTION vs. IMPACT TO DELVER
  41. 41. BACKLOG ESTIMATION PLANPRIORITISE useful tools…
  42. 42. …but delivery run rate isn’t everything - features don’t always equal impact.
  43. 43. 42 Better Execution http://www.slideshare.net/BenKappler
  44. 44. SEARCH DAILY DEALS INCREASE 17% INCREASE 455% CATEGORIES USAGE 41% DOES NOT INCLUDE SEARCH CONTINUOUS LEARNING AND VALIDATION
  45. 45. 44 Better Execution http://barryoreilly.com/2013/10/21/
  46. 46. 45 EXAMPLE HYPOTHESIS
  47. 47. EXAMPLE HYPOTHESIS
  48. 48. 47 CREATE EXPLORE OPTIONS, VALIDATE SOLUTIONS Guided by a clear vision, we begin to qualify the options. Through iterations, we explore, validate and refine concepts as we create a blueprint for the solution. DEFINE STRATEGY EXECUTE SOLUTION Understand why & define how Create the outcome vision & plantrigger solution EXPLOREUNDERSTAND DEFINE
  49. 49. 48 EXPLOREUNDERSTAND DEFINE CREATE 
 QUALITY OUTCOMES Now the focus shifts to robust execution as we pay attention to experience and build quality systems. As we measure success, working solutions are 
 iteratively refined to optimise effectiveness. DEFINE STRATEGY EXECUTE SOLUTION Understand why & define how Create the outcome vision & plantrigger solution CREATE
  50. 50. 49 HOW MIGHT WE… use development activities to define strategy? EXPLOREUNDERSTAND CREATEDEFINE vision & plantrigger solution
  51. 51. 50 EXPLOREUNDERSTAND CREATEDEFINE DEFINE STRATEGY EXECUTE SOLUTION Understand why & define how Create the outcome vision & plantrigger solution LEARN BUILD MEASURE Think big, start small, act quickly.
  52. 52. 51 Know the impact. Own the impact. Strategy is worthless without execution. Execution benefits from {good} strategy. Work better together for bigger impact. PARTING THOUGHTS

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