Webinar: Product Outcome Thinking by Booking.com Product Leader
Summary
TLDRこのスクリプトは、プロダクトマネージャーのアンドリュー・ハルが、プロダクトスクールで行った講演の内容を要約しています。彼は「製品が人生を力付ける」というマントラを持ち、Booking.comでの勤務経験を通じて、製品が人々の生活にポジティブな影響を与えることを重視していると述べています。講演では、アウトカム思考と製品アウトカム思考について語り、問題解決のためのチームワークとアイデアの重要性を強調しています。また、効果的な計画と実行のための具体的な手法や、成功を測定するためのOKR(目標と結果)フレームワークの使用についても説明しています。最後に、彼は柔軟性と創造性が必要であると指摘し、読書の提案をしています。
Takeaways
- 🌟 個人のマントラ「製品が人生を豊かにする」は、自分が製品開発に携わる際に、人々の生活にプラスの影響を与えることを重視する原則を表しています。
- 🚀 Andrew Halのキャリアは、スタートアップ、金融サービス、非営利団体、そしてグローバル旅行業界を跨ぎ、約6-7年前に製品マネジメントに転身しました。
- 🛠 製品マネジメントでは、「アウトカム思考」と「アウトプット思考」の両方が重要であり、効率性や生産性を向上させる同时に、製品が目指す結果を達成することが求められます。
- 🔍 問題解決において、チーム全体が問題を理解し、顧客との共感を築くことが重要です。問題空間を共有し、問題のサブカテゴリーを明確にすることで、解決策を探る準備が整います。
- 💡 アイデアを生成する際には、無駄を省き、最も効果的で重要なアイデアに焦点を当てることが重要です。仮説の設定やメジャーの設定を通じて、製品の改善を目指す具体的なアクションを定義します。
- 📈 OKR(目標と結果)フレームワークは、チームが目標を明確にし、進捗を管理するのに役立ちます。キー結果を設定し、達成範囲を定義することで、成功の度合いを測りやすくなります。
- 🔎 データとフィードバックループは、製品マネジメントにおいて非常に重要です。適切なデータを収集し、分析することで、改善の余地を特定し、製品の方向性を調整できます。
- 🤔 問題解決プロセスにおいて、一度にすべてのアイデアを実行するのではなく、優先順位を付け、最も効果的なものから始めることが大切です。
- 🌐 製品マネジメントは、チームスポーツであり、個人の能力だけでなく、チーム全体の協力とコミュニケーションが製品の成功に影響を与えます。
- 🛑 失敗は避けられないことですが、それを通じて学び、改善し、再び同じ過ちを繰り返さないようにすることが重要です。
- 🌟 指数的な思考は、製品マネジメントにおいても重要な考え方で、より迅速な進歩や市場での差別化を目指すことができます。
Q & A
アンドリュー・ハルはどのようなマントラを好むと述べていますか?
-アンドリュー・ハルは、「製品が人生を力強いものにすることが好き」というマントラを好んでいます。彼は、自分が製品を開発する際に、その製品が人々の生活にポジティブな影響を与えると感じる企業で働くことが重要だと述べています。
アンドリューはBooking.comでどのような機会を得ていますか?
-アンドリューはBooking.comで、製品が結果を出す思考を行っているという機会を得ています。彼はBooking.comが製品の結果を出すための素晴らしい場所であると感じており、その理由の1つは、彼が長い間Booking.comで働いていることでもあります。
outcome thinkingとoutput thinkingの違いは何ですか?
-outcome thinkingは、何かの結果や影響を重視する考え方であり、output thinkingは、生成される物や作業量を重視する考え方です。outcome thinkingは、製品マネージャーが目標とするべき考え方であり、製品開発が最終的に求めるべき効果や目的を明確にし、それに向かって作業を行います。
アンドリューが言及した「問題空間」とは何ですか?
-「問題空間」とは、製品マネージャーが問題を理解し、解決策を考えることを意味する言葉です。アンドリューは、問題空間で十分な時間を費やし、顧客との検証を行い、問題の存在を確認することが重要だと述べています。
アジャイルなボードを使った問題の整理にどのような利点がありますか?
-アジャイルなボードを使用することで、問題に関する情報を一つの場所に集約し、問題のサブカテゴリーを明確にすることができます。これにより、問題を理解し、解決策を考えるプロセスを効率化し、チームが共同で問題解決に向けた取り組みを進めることができます。
アンドリューが提唱する「仮説」とは何ですか?
-「仮説」とは、問題に対する解決策のアイデアであり、それを実践することで期待される結果を明確にすることができます。例えば、「このデザインを変更すると、オンラインショッピングのチェックアウトコンバージョンが10%増加する」という仮説は、具体的な変更と期待される結果を示しています。
OKRフレームワークとは何ですか?
-OKR(Objectives and Key Results)フレームワークは、チームや個人が目標を設定し、それらを達成するための重要な結果を明確にするための手法です。Objectiveは達成したいこと(目標)を示し、Key Resultsはその目標を定量的に測定するための主要な結果を示します。
アンドリューが言及した「コンドルの瞬間」とは何ですか?
-「コンドルの瞬間」とは、一時的に手を止め、状況を全体的に見直し、進むべき道を選択するプロセスです。この瞬間を利用することで、仮説が機能していない場合や、次の仮説に切り替えるべきかどうかを判断し、効率的に問題を解決することができる。
プランニングの重要性についてアンドリューはどのように述べていますか?
-アンドリューは、プランニングが非常に重要であり、計画はその時点で書かれた時点でのみ有効であると述べています。プランニングは、問題解決のための柔軟性や効率性を高め、元の計画がうまくいかなかった場合でも、別の方法で問題解決の機会を与えるために重要なステップであると強調しています。
エクスポーネンシャルな思考とは何ですか?
-エクスポーネンシャルな思考とは、一般的に線形的で予測可能な方法ではなく、より急速な成長や進歩を達成するための思考方法です。この思考により、より大きなリスクを取り、より迅速な進化や革新的な解決策を探ることができます。
アンドリューが推薦した本「Radical Focus」について教えてください。
-「Radical Focus」は、KRS(Key Results)の考え方とその実践方法について説明した本です。簡単に読むことができ、実践的なアドバイスが含まれており、スタートアップ業界だけでなく製品開発にも関連するコンテンツが含まれています。
テレサ・トーレスという人物についてアンドリューはどのように言及していますか?
-アンドリューは、テレサ・トーレスが問題空間の定義や仮説の構造に関する素晴らしい情報を提供していると言及しています。彼女の考え方は製品思考において非常に有用であると評価されています。
Outlines
📣 自己のマントラとプロダクト管理の哲学
スピーカーは、プロダクトスクールが提供した機会に感謝し、自己紹介を始めました。彼のマントラは「製品が人生を力強いものにすること」であり、それは彼が製品マネージャーとして働く企業を選ぶ際の基準となっています。彼は、Booking.comでの勤務経験から、そのマントラがどのように製品開発に影響を与えるかについて語りました。また、彼のキャリアの背景や製品マネジメントに関わる考え方を説明し、成果指向の思考について話し始めました。
🤔 問題解決と成果思考
スピーカーは、問題解決と成果思考の違いを説明しました。問題解決は、問題がどのように解決されたかを指し、プロセスに重点を置きます。一方、成果思考は、問題がどのように解決されたかではなく、その結果を重視します。スピーカーは、製品オーナーやマネージャーが時間と思考を費やすべきであると強調し、問題を正確に理解し、顧客との共感を築くことが重要であると述べました。
💡 イノベーションと仮説の重要性
スピーカーは、イノベーションフェーズに入ることと、チームでアイデアを出し、優先順位付けることの重要性を説明しました。彼らは、仮説を立て、そのアイデアが問題を解決し、望ましい成果を生み出すかを検証する必要があります。スピーカーは、データ分析の重要性と、成果を測定するための指標を設定することが重要であると強調しました。
🎯 OKRフレームワークを使った目標設定
スピーカーは、目的とキー結果(OKR)フレームワークを使って目標を設定する方法について説明しました。彼は、目的を示し、それに関連する具体的な成果を測定するためのキー結果を設定することが重要であると述べました。OKRは、チームが成果指向の思考に焦点を当て、成功を測定するための範囲を提供するのに役立ちます。
🚀 柔軟性と計画の重要性
スピーカーは、計画の柔軟性とその重要性を強調しました。計画は、問題解決に向けた戦略を立て、予期しない障害にも対処できるようにするものです。スピーカーは、チームが問題解決に向けて進む際に、プランBやプランCを持つことが重要であると述べ、また、プランを立てることで、成功へのルートが明確になります。
📚 成果思考の書籍紹介とまとめ
スピーカーは、成果思考に関する書籍「Radical Focus」を紹介し、その書籍がどのようにKRSを理解し実践するための実用的なものであるかについて説明しました。また、テレサ・トーレス氏の作品についても言及し、最後に、彼の経験と思考を共有し、参加者に自身の知識や経験を世界と共有することを励みました。
Mindmap
Keywords
💡Mantra
💡Outcome Thinking
💡Product Management
💡Booking.com
💡Hypothesis
💡OKR (Objectives and Key Results)
💡Product Outcome
💡Teamwork
💡Planning
💡Exponential Thinking
💡Customer Behavioral Change
Highlights
Andrew Hal's personal mantra 'products empowering lives' drives his work philosophy.
He emphasizes the importance of working for companies where the product positively impacts people's lives.
Andrew's current role at Booking.com aligns with his mantra due to the company's product-focused outcomes.
He discusses the concept of 'outcome thinking' versus 'output thinking' in product management.
Output is the volume of something generated, while outcomes are the consequences of actions.
Productivity and efficiency are measures of output, whereas effectiveness is linked to outcomes.
Understanding the problem is crucial before attempting to shape an outcome.
Team collaboration is essential in understanding and solving problems.
Ideation and hypothesis testing are key phases in product outcome thinking.
Hypotheses should be measurable and time-boxed for effective experimentation.
The OKR (Objectives and Key Results) framework is used to set and measure outcomes.
Product managers should facilitate team success and avoid getting stuck in details.
A 'condor moment' involves stepping back to assess progress and confidence in the approach.
Planning is crucial and should be flexible to adapt when initial plans do not yield expected results.
Exponential thinking can lead to more significant and rapid improvements in product outcomes.
Radical Focus by Christina Wodtke is recommended for understanding how OKRs can be implemented effectively.
Theresa Torres is mentioned as a valuable resource for product thinking and problem-solving structures.
Transcripts
hi um awesome um really excited to join
you all today um and thanks very much to
product school for giving me this
opportunity to come to talk to you um so
let's get stuck into it um so I'm Andrew
Hal um my Mantra I like a good Mantra I
don't know if you guys know guy kawazaki
he's one of my favorite people people
out in in the in the world but he says
everyone should have a mantra so I a
number of years back I said what is it
that really drives me with when I I work
and and that Mantra was that products
empowering lives so I really like and
and definitely now uh we we'll only
really look at working
um for companies where I feel like the
product that I'm trying to generate is
going to have an impact on people's
lives and a positive way um so I think
it's really um it's really important for
for for me um to to be working at a
company like that and and at the moment
I work at booking.com so I really get
that opportunity there booking is a
great place to product um it's it's
definitely got that product outcome
thinking going on um which is one of the
reasons that um I've I've been been
there for a while now and I can't see
myself um leaving for little while but
yeah everything's um everything there is
the the right way to do
things um
so just skipping forward now so um so
yeah again background of me um I I've
worked with startups and the financial
services industry in non for-profits and
obviously now in in the Global Travel
industry not all of that has been in in
product roles sometime you know I
started I've done business analysis
early on in my career um I did uh
commercial strategy um but I made the
shift over to product roughly about uh
six or seven years ago maybe a little
bit longer um it just was a natural
progression from all of the different
places that and different skills I
pulled together H for me to take a step
into
product so what we here today we we want
to talk about uh outcome thinking and
then specifically we're going to have a
chat about uh product outcome thinking
um it's a bit of a a OD subject there's
a lot out there if you if you go out
into into Google on out onto the The
Wider internet and you start doing a bit
of uh bit of Googling you you'll find
that there's a lot of information about
about product thinking and people have
very different views or lenses that they
put on it you know you might see people
talk about um technology thinking and
then problem thinking and outcome
thinking um you know uh some people
might talk about outputs and uh and
outcomes and we're going to talk a
little bit about that today um but you
know really those are all things that
make up outcome thinking they aren't a
different type of thinking they're all
part of the same thing and I think in in
in my personal view we it it's not the
right thing to do to say you shouldn't
think about output output is an
important part of outcomes right you
have to understand the output process
and what is doing but really way where
we want to be as product managers is in
that uh in that out product outcome
mindset so um what what does that
actually mean well well we'll have a bit
of a chat about that now um so just to
Define quickly what an output is because
that's most of the thing that people
would say you know we should be doing
outcomes not output so output is the
amount something that you can generate
or a machine can generate or an industry
can generate and it's the volume of
things right um and that's important
because if we want to build something or
create something we have to know how
well we can do that how what's and
what's involved to do that right so um
we shouldn't completely disregard output
output is a fundamental part of of
outcome
thinking
um so you can be super productive uh
from an output perspective and you can
be super efficient but the question is
are you being effective and this is
where we start to get into the Realms of
outcomes right so Effectiveness is is
the outcome right productivity
efficiency are the measures around the
output so here's a really great example
which I really like about you know if
you just outputed yourself to the place
that you want to be that outcome have
you built it the most effective way
right so for example do I really need to
build a bread machine within a bread
machine to to make a loaf of bread okay
it's a it's a classic Simpsons example
of a problem
um so what is an outcome then let's have
a let's let's flip it now let's let's
talk about outcomes so outcomes are
basically the consequence of something
right so it's the way that the thing
turned out it's not the process in
getting there and and this is where we
as product owners or product managers or
product leads whatever you know you you
guys are calling yourselves at the
moment this is where we want to spend
our time and our think a lot of our
thinking right and everything that we
should be doing should be about
facilitating an outcome driving um that
the you know everything towards that
helping the team helping each each other
to make that outcome a
reality so how do we go about shaping an
outcome and getting to a place where we
can understand that
outcome well first off You' you've
really got to make sure that everyone
understands the problem right and and
and what we really mean by this is that
you guys as a as a team have spent
sufficient time in the problem space and
and what you've done there is you
validated that there's a desirability to
solve that problem with customers um now
you can um once you've got that that
understanding you know you can do really
quick exercises here around things like
just jumping up on a jam board getting
everything that you know about that
problem just shoved into one space and
then theming it really quickly so that
you can get an understanding of the
different subcategories of problems that
exist within that and a really good
example of a problem here in the digital
realm would be something like that um
you're losing customers at your checkout
page uh in your e-commerce Journey right
customers are going through all the
steps they're getting to check out and
then you're dropping a lot and then when
you go out into the wider market and
you're looking for benchmarks on what
conversion looks like you seem to be 10%
down on everybody else or even worse
right so you have a problem now you have
a problem and and then you can go out to
customers you can do some Discovery
around it and you can say hey what is
the problem and contextualize that
problem now a little bit more with your
customers so um so we we' we've now gone
through that and we haven't just done
that as a single person exercise we've
done that as a team we we've understood
the problem as a team and that's really
important because if you are the only
person that understands the problem how
are you going to be supposed to generate
ideas or ways of solving that problem
that's going to generate the outcome
that you as a product manager want to
create right so this is n about being an
individual product is not a you know a a
one person sport it it's a team airport
it's an activity that is team orientated
and you have to have that in your
mindset really your job as a product
manager is there to facilitate that
everyone else's success so um so yeah so
we we we've understood that problem
everyone's got their head around that
that part of the things so then get into
that ivation phase how might we solve
that problem right and this is where
we're going to spend a bit of time with
with the team and again we're going
through another exercise of of ideation
the workshop and we're going to start
pulling out ideas now we don't just want
to pull out ideas and say oh we're going
to do that because then we're getting
into the Realms of output right so you
could have a list of hundred things and
you go right I'm gonna go make all those
hundred things and that's going to get
me my 10% back right and but actually
what we're doing there is being we're
not being effective we and we're
probably not being very efficient
probably being very productive because
we got aund 100 things that we can go
and build and go and build them but we
we're not probably doing that in the
right way and and what we mean by that
is um that 100 things you may only need
to have actually done 10 of those to get
to where you want to get to or it may be
only 10 of those are actually the things
you need to care about that are going to
get you where you want to get to so this
is where we now have to start thinking
about putting some rigor around those
things and this is where things like
hypotheses um can really help us to to
understand that so we so first so we'
got that um that the how might we the
ideas and we want to make sure that we
can measure those things right so have
we got a measure that sits around those
that gives us that ability to say hey
something is this measurable so I've got
an idea is it measurable can I go into
the thing make that change and see that
movement because what we're trying to
generate here product outcomes of the
behavioral changes okay they're not um
we're trying to change the behavior of a
customer to do something more in line
with where we want them to go so in this
instance of the example we're talking
about we want them to convert more we
want them to check out more right and so
to do that we need to make sure that we
can make a measure between the current
experience and the things that we're
changing and we may use things like AB
experimentation but we need to make sure
that we have either micro conversion
events or you know or or other events
available data points that allow us to
be able to measure that successfully so
we have a measure in place and we're
we're we're confident that we can make
that measure so the next step then is
okay that's we've got that hypothesis
now so we when we talk about hypothesis
that I always talk about Teresa Torres
um she's really great at defining all of
this sort of problem space and and also
the structure of of hypotheses and but
she uses this very and I love this
example and it's something we use very
similar here at booking um but yeah I
you know if I design this which is the
change um this will increase the
conversion so that's the impact for The
Who here so online grocery Shoppers and
by how much by 10% and and also there's
a time box on that there as well because
um we're saying this is going to happen
in seven days and this comes back to you
know making sure that we're doing the
due diligence on our data analysis to
say that we have the volume to be able
to return that experiment within this
window of time right but again just to
flip this this is obviously digitally
orientated you can use this same method
for you know you know manufacturing and
things like this because you still want
to create an impact right so you're
going to change something to create that
impact so it may be that you're doing
something there you want to uh you
change the color of a te t-shirt right
and that's you think you're going to
increase the number of sales of that
t-shirt um for you know you know 18 to
30 year olds um who shop on your website
by 5% and it's going to happen over the
next 30 days right you can use
hypotheses in lots of different ways um
so we've got a hypotheses and we got a
set of hypotheses so we might have more
than one we've got a load of ideas now
that allow us to uh that that we think
are the things that are going to solve
that problem we put some value around
them and we prioritize them so out of
the hundred things actually there is
only 10 that we care about because if we
get those 10 we're going to over um uh
deliver on what our outcome is which is
we want to create 10% impact to uh the
uh the checkout on on our e-commerce
site so we uh so now we've we've got
that we've stripped out the waste so we'
reded R our output Down To What We
believe is the thing that's going to
create the most
Effectiveness and and we prioritize that
in our back backlog and now we're going
to go into the Realms of going and
delivering that right but before we do
that we want to explain that and set
some Focus around that so we want to
make sure that the wider business
understands it other teams and also that
we as a team have something that gives
us the ability to understand that easily
and there a great framework for that and
it's basically the okr framework and we
use this at booking.com and I've used it
in other places as well so we set an
objective we want to make that inspiring
so you know we want to make an amazing
checkout experience that really
invigorates our customers to to convert
um additional customers convert a
checkout we've got a measure that we can
measure our key results against which is
the the checkout conversion and we U and
instead of just saying we're going to
hit we want to increase this by 10%
which is a very specific number and what
okr allows you to do is give yourself a
bit of range and especially if you've
got more ideas than maybe you might need
you got a couple of extra ideas to make
sure that if something fails you've got
something you can fall back on right so
for example you have a three a 7 and a
0.1 right so when you look at those 3s
that 7 and that one this is basically a
range of outcome and what we we say
something like is hey our three might be
uh you know 8% we're going to get 8%
towards our desired outcome of 10 uh in
this next window of
delivery and uh the seven may be the you
know the the the 10% and the 1.0 may be
you know
12% but the reason why we have that
range is because the three is something
that we really really confident on and
that 8% might be a lot easier to get to
because the things there are some things
that are just broken in the site or
things that we can fix we know that
they're going to improve conversion
right but actually making so we're
really confident on that one but making
the then the the leap from the three to
the 7 there's a little bit less
confidence there we're still we're in
the Realms of possibility and but we're
not as confident as we were at the point
three but we're not so so unconfident
you know it's not completely stretching
us that it's not within the Realms of us
achieving and we want to aim for that s
that's what we're aiming for that in our
okrs right that's what we want to try to
achieve a success and then our 1.0 is is
that hey if if everything went amazing
and we absolutely smashed it and and and
things just happened then we think that
we could potentially achieve this
additional 2% on top of that so what
that gives us us then as a product team
and especially around our outcome focus
is a range of success and that means
that it's it's it's going to be more
manageable for us to hit some success
and learn from that now if we fail to
hit that that's not the end of the world
right failure isn't a final step um it's
just an opportunity to learn but what we
don't want to do is fail again through
the same mechanism and same mistake we
want to H learn from that and improve so
the next time we do hit our okr so ok is
a really good tool because it ows us to
also say hey if we under forecast what
we can achieve or if we over stretched
ourselves the next time we just need to
need to learn from that and ping it back
a little bit and it helps keep us focus
and also helps make sure that we're not
over pushing ourselves out the Realms of
what is actually possible within those
Cycles so yeah okay really great
framework um but then you're in the
doing right you've set your okr and now
you're in the quarter and your team's
running and you you know you're you're
getting into it so where are you now
well you're still that facilitator and
leading up to that place you should have
been doing your planning and identified
lots of things like your dependencies
try to remove as many of those things as
a team as you possibly can but your
realm as a product manager in this space
is to continue to make sure that the
things get facilitated and also the
challenge here I think especially when
you get um PMS that are or POS are
coming new into the space there's a
tendency to get stuck into the detail
and detail is important and but your
role here at this stage is to take a
step back from that and be able to make
sure that you're continuing that job uh
of doing that outcome facilitator role
right so you know is everything have you
got everything you need how's the
experimentation going is there any data
problems have we have we underestimating
do we need another skill set we don't
haveen right I'll go and get those
things so that the team can continue to
move towards the outcome success that we
want to drive
right and and and again remind reminding
ourselves here that we're trying to
drive a a a customer behavioral change
you know are we measuring those things
effectively so sometimes the thing that
we need to do in that incident is make
sure that we're giving ourselves time to
take that Condor moment
and what's a condor moment well a condor
moment is basically when you take a step
back you know making sure that you take
a step back and you're looking at the
the space holistically and you're going
where are we where what's the confidence
like are we going have we spent too much
time on this hypothesis is it not
working should we switch over to the
next one in the list or our next one in
our priorities because if we spend any
more time in this then we're potentially
going down a rabbit hole
it's it's making sure that as you're
facilitating those conversations to the
team as well as making sure that
anything that could be blocking the team
you're working on because if you get to
the end of the quarter and the
difference between you hitting your
three in your okr and hitting your point
seven in your okay was that the team got
blocked for a week um and you weren't
you weren't aware of that because you in
the detail of something else or that
blocker where you know didn't get raised
enough because you weren't um able to to
manage that amount of information or
whatever the the challenge was being
then there's an element of like we've
all failed right but we can learn from
that because next time you need the
other thing is let's make sure that that
doesn't happen so that's about you
taking a step back make sure that you're
having that opportunity to make sure
that everything where it should be um
but also that then you're working with
the team to make sure that your feedback
loops are far
and and that you're getting that
information that you can do and rather
than that the team's getting stuck on it
that you're able then to go and
facilitate a a way out of that problem
right um so yeah so making sure you have
those times to take a step back is
really
important and also coming back to this
planning thing um so planning people
don't put enough time into planning um
plans are only as good as the moment
they were written um planning is a is a
really important um Pro uh tool and it's
important because let's say we go back
to that list we had that list of you
know five things that we were going to
do or 10 things we're going to do well
what happens if none of those things
return right H but we're early enough in
the quarter to do something about it or
we're going down the track and it
doesn't quite work out well this is
where our planning comes into effect
because our plan isn't going right but
our planning has gone into enough detail
to say there are other opportunities
here and we can pull another player or a
different set of tactics in to be able
to um try
and oh sorry um yes so sorry just had a
bit of a glitch in um so planning yeah
so planning um is really important again
so like I say so if if you've got that
space um and you have all of those
potential other tactics and that you
could come into your disposal around
that problem it will potentially give
you that opportunity to still achieve
that outcome or part of that outcome
without completely failing so um
planning is a really important step and
you should you know one of the things I
always say is that we as a team we
always put time into planning and we
start that early enough so that it's
just a part of the process it could be
managed well well and efficiently um so
yeah so it does lead to outcome success
because those times where you get to a
place where you can't go down the route
that you originally planned to it gives
you that flexibility to move left and
right around those issues to still
facilitate back through into that
outcome that you want to generate so the
idea here is about the flow of things
rather than being so rigid H that things
just don't happen and again what we tend
to find or you may find is the things
like methodology and things like that
can get in the way they're really
important um but sometimes we need to be
more flexible than that and as a team
working down sitting down about how you
want things to play out and what are
your you know fullbacks is a really um
mature um uh product type of thinking
that I think is not always prevalent in
all
teams um so yeah so planning definitely
equals outcome
success and so just quickly as well I
wanted to quickly lastly talk about this
um so again another thing that can
really make a difference between um you
know the type of impact outcomes you're
generating and the impact that they can
generate is the type of thinking that
you have so um if you're in a very
predictable space so you're thinking
very linearly H you're doing
optimization you're taking it from one
optimization to the next H then you're
always moving forwards but you're moving
forwards at a very predictable and and
sometimes a slow pace right so you might
be making very small minor improvements
to the the overall thing that you want
to try and uh impact um where sometimes
if you think more
exponentially what you can do is you can
skip some of that stuff so rather than
taking that nice gentle curve you're
gonna you're G to make that curve go up
more more more erratically more sorry
not erratically more more quickly and
because you're going to take some risks
right so if you can get into a place
where you're premature around your
process and and and how you're working
as a team and the practice that you have
and you know thinking about how you can
be more exponential in your thinking can
be a real benefit as well in product
thinking because what you're trying to
say is okay this is the sort of customer
behavioral problem that I have at the
moment these are some of the things I
could fix it with right now or
potentially improve it with but hey
where did we think customers may be in X
time from now and is there an
opportunity to jump to that place and
Pull It Forward and in doing so you
potentially have created a bit of a USP
or or or or a new curve um that puts you
in front of your competition and also
you know makes your customers have a
better experience and maybe think that
you're a bit more Cutting Edge around
your the other things that are in the
market so another thing that we tend to
use quite a lot in our team I work with
is is there an exponential way that we
can solve this problem that's going to
get us not just the outcome we want but
maybe pushes past that as well and to to
to drive towards more of the the VIS
Vision or the or the wider goals that
we're trying to achieve so just
something I wanted to to quickly talk to
you guys about and again um a really
good book um that's worth reading if you
haven't read it already I know that
probably a lot of you have is radical
Focus um brilliant book great easy read
really um easy to understand how KRS can
be work and how they can be implemented
you you can get through this really
quickly uh really practical ways as well
I think even in the back it's it started
up orientated but in the back it has a
lot of product stuff as well so great
great book to read and again I think I
mentioned Theresa Torres earlier who's
um also someone I think has got a real
load good stuff on on product thinking
and how to think about
spaces um yeah so uh that's it that
covers everything I hope this has been
um a really useful session um uh there's
a lot out there I'm not a guru on it
this is just the thoughts and
experiences of things that I've done and
things that work for me I'm sure that
you guys have got a load of things that
work for you as well so um you know
don't don't be afraid to share them with
the world anyway brilliant thank you
very
much
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