Working in Product - Building a Pipeline: Product Development in Practice 5.27
Summary
TLDRTheo Lista explores the balance between being a 'feature factory' and a strategic product development in this insightful presentation. He discusses the importance of aligning product features with a company's vision, using the 2019 iPad Photoshop launch as a cautionary tale. The talk delves into creating a robust product pipeline, emphasizing the need for strategic filtering of ideas, economic viability checks, and iterative validation with customers. Lista also touches on the challenges of product discovery, the unpredictability of the process, and the importance of opportunity assessment to avoid feature factories and ensure meaningful product development.
Takeaways
- 😀 The speaker emphasizes the importance of distinguishing between a product pipeline and a roadmap, highlighting the potential pitfalls of being a 'feature factory' without a clear underlying vision or strategy.
- 🔍 The transcript discusses the balance needed between producing features and maintaining a strategic vision, using the example of Adobe's 2019 iPad version of Photoshop, which was criticized for missing critical features.
- 🛠️ The speaker introduces the concept of a product pipeline, which is a process that filters ideas from inception to concrete features, aligning with the company's vision and strategy.
- 📈 The sales pipeline is used as a metaphor to describe the product pipeline, illustrating how ideas are filtered and curated to ensure they meet strategic and economic criteria before development.
- 🚫 The necessity for product teams to learn to say 'no' is highlighted, as not all ideas will align with the company's strategic vision, and this is a crucial part of the filtering process.
- 🔄 The transcript touches on the iterative nature of product development, with regular reviews of the strategy and pipeline to ensure alignment with current business objectives.
- 🔮 The importance of opportunity assessment is mentioned, suggesting the use of frameworks like the 'opportunity canvas' to evaluate the potential of ideas before committing resources to them.
- 👥 The speaker discusses the role of multidisciplinary teams in the product development process, including product councils and committees, to ensure a diverse set of inputs and validation.
- 🔧 The transcript acknowledges the challenges of the product discovery process, which can be unpredictable and require flexibility and creativity from product managers.
- 💊 An analogy is made to the pharmaceutical industry, which also deals with a high degree of uncertainty in the discovery phase, to illustrate the inherent challenges in product development.
- 📝 The final takeaway is a reminder of the need to focus on solving real problems and providing value, rather than simply executing on predefined solutions or features.
Q & A
What is the primary difference between a product pipeline and a product roadmap?
-A product pipeline refers to the process of how ideas progress from concept to concrete features, including multiple layers of filtering and alignment with company strategy. A product roadmap, on the other hand, is a higher-level view of the direction the product is heading, linking the pipeline to the overall strategy and vision of the company.
Why are companies sometimes referred to as 'feature factories'?
-Companies are called 'feature factories' when they are solely focused on producing features without a clear underlying vision or strategy. This can result in a spreadsheet of features with due dates, but may lack coherence and direction in terms of what the company is trying to accomplish.
What was the outcome of Adobe's launch of the iPad version of Photoshop in 2019?
-The 2019 launch of the iPad version of Photoshop was not well-received because it was considered a Minimum Viable Product (MVP) with critical features missing, such as filters, pen tools, vector drawings, and color spacing. This led to negative criticism and was a humbling lesson for Adobe's Chief Product Officer about the importance of not just shipping an MVP but ensuring it meets user expectations.
What is the importance of balancing vision and feature production in a company?
-Balancing vision and feature production is crucial because while companies need to produce features to meet market demands, they must also ensure that these features align with the company's overarching vision and strategy. This prevents companies from becoming mere feature factories and ensures that product development is purposeful and directed.
How does the sales pipeline model relate to the product pipeline?
-The sales pipeline model, which involves sourcing leads, qualifying them, and eventually closing sales, can be seen as a parallel to the product pipeline. In the product pipeline, ideas are sourced from various inputs, filtered through strategic and economic considerations, and eventually developed into features that align with the company's vision.
What is the role of a strategic filter in the product pipeline?
-The strategic filter in the product pipeline ensures that the ideas being considered are in line with the company's strategic direction. It helps to focus on ideas that are likely to contribute to the company's goals and to discard or defer those that do not align with the current strategy.
Why is it necessary for product teams to learn to say no?
-Product teams need to learn to say no to ideas that, despite being excellent, do not meet the strategic vision of the company. This is important to maintain focus on projects that will contribute to the company's goals and to avoid diluting resources on initiatives that may not be strategically valuable.
What is the significance of the selection points in the product pipeline?
-Selection points in the product pipeline are crucial for determining the viability and business sense of potential features or products. They involve assessing whether an idea will be economically feasible and if it makes sense in the context of the company's direction.
How does the product pipeline link to the product roadmap?
-The product pipeline feeds into the product roadmap by providing a stream of ideas and features that have been filtered and refined according to the company's strategic vision. The roadmap then outlines the short-term and long-term direction of the product, showing how the ideas from the pipeline will be developed and released.
What is the purpose of regularly reviewing the company's strategy in relation to the product pipeline?
-Regularly reviewing the company's strategy helps to ensure that the product pipeline remains relevant and aligned with the current goals and vision of the company. It allows for adjustments to be made to the pipeline and roadmap to reflect changes in the market, technology, or business objectives.
How does the process of product discovery differ from the idea of a predictable, step-by-step process?
-Product discovery is often more complex and less predictable than a step-by-step process. It involves multiple stages of customer interaction, prototyping, and validation, which can be subject to change based on feedback and evolving understanding of the problem. It requires flexibility and adaptability, rather than a rigid, predictable approach.
What is an 'opportunity canvas' and how is it used in product management?
-An opportunity canvas is a tool used to quickly assess and map out the potential of various product opportunities. It helps to determine which ideas are promising and which are not by asking key questions about the problem being solved, the value proposition, and other factors that contribute to the viability and attractiveness of an opportunity.
Why is it important for product managers to understand the problem they are solving before jumping to solutions?
-Understanding the problem is crucial because it provides the foundation for developing a solution that truly addresses the needs of the users or market. By focusing on the problem first, product managers can avoid developing solutions that may not be necessary or effective, and instead create products that deliver real value.
Outlines
🚀 Balancing Product Vision and Feature Delivery
Theo Lista discusses the distinction between a product pipeline and a roadmap, emphasizing the pitfalls of 'feature factories' where companies focus solely on producing features without a clear strategy. He uses the 2019 launch of the iPad version of Photoshop as a case study to illustrate the importance of not just shipping features but ensuring they align with the company's vision and strategy. The speaker advocates for a balanced approach to building a product pipeline that filters ideas through strategic and economic lenses to ensure they are in line with the company's goals.
🛠 The Strategic Filtering of Product Ideas
This paragraph delves into the process of how product teams should strategically filter ideas to align with company strategies. It highlights the importance of saying no to ideas that do not fit the strategic vision, even if they are excellent. The speaker describes the selection points where ideas are evaluated for viability and business sense, and how the product roadmap and strategy are interlinked. The paragraph also touches on the necessity of regularly reviewing the strategy to prevent the company from becoming stagnant or a 'feature factory'.
🌐 The Dynamic Nature of Product Pipeline Management
The speaker provides an overview of the product pipeline process, from the generation of ideas to their prioritization and filtering based on business and economic factors. It discusses the importance of stakeholder reviews and the product release cycle, which occurs on a quarterly basis, contrasting with the annual strategy cycle. The paragraph emphasizes the iterative nature of the process, the need for flexibility, and the challenge of managing issues that affect customers, such as through a 'deal desk' approach.
🎯 Navigating the Complexities of Product Discovery
In this paragraph, the complexities of the product discovery process are explored, where product managers are tasked with defining a product within a tight timeframe. The speaker outlines an ideal four-week process from defining the problem to user testing, but acknowledges the reality often deviates from this plan due to various challenges such as user engagement and prototype refinement. The importance of adapting and iterating based on user feedback is stressed to avoid producing unusable products.
💊 Embracing Uncertainty in the Product Development Cycle
The speaker compares the product discovery process to the pharmaceutical industry's approach to drug discovery, noting the inherent uncertainty and ambiguity in finding solutions. They discuss the fear of investing in a discovery process that may not yield immediate results and the challenge of managing expectations within a company. The paragraph also touches on the benefits of agile processes, despite the potential for significant changes in direction during development.
🌟 The Art and Science of Opportunity Assessment
The final paragraph introduces the 'opportunity canvas,' a tool for assessing and mapping the potential of product opportunities. It emphasizes the importance of understanding the problem before jumping to solutions and provides a framework for evaluating opportunities based on various criteria. The speaker leaves the audience with a challenge to think critically about the problems they are solving and the value of the solutions they provide, rather than simply fulfilling requests as defined by others.
Mindmap
Keywords
💡Product Pipeline
💡Roadmap
💡Feature Factories
💡MVP (Minimum Viable Product)
💡Strategic Filter
💡Economic Filter
💡Opportunity Canvas
💡Product Discovery
💡Agile Processes
💡Product Councils and Committees
💡ROI (Return on Investment)
Highlights
The distinction between a product pipeline and a roadmap is essential for companies to avoid becoming 'feature factories' without underlying vision or strategy.
The 2019 launch of the iPad version of Photoshop serves as a humbling lesson on the importance of not releasing an MVP without critical features.
A balance is needed where companies avoid being solely feature-focused but still produce necessary features aligned with their vision.
Building a product pipeline properly helps in solving the right questions and aligning features with the company's vision.
The sales pipeline serves as a metaphor for the product pipeline, illustrating the process from idea generation to concrete feature development.
The strategic filter in the product pipeline ensures that ideas align with the company's direction, even if it means setting aside good ideas that don't fit.
Product teams must learn to say no to ideas that don't meet the strategic vision, which can be frustrating but is necessary for focus.
The selection points in the pipeline determine the viability and business sense of ideas, ensuring they align with broader company goals.
The product roadmap links the pipeline to the company's strategy, ensuring that the development process is aligned with long-term objectives.
Regularly reviewing the strategy is crucial to prevent companies from becoming stale and turning into feature factories.
The product release cycle and the strategy cycle are iterative processes that require constant reassessment and adjustment.
The importance of analyzing failures and setting objectives and key results (OKRs) for measurable outcomes in product development.
The challenge of defining a product within a tight timeframe and the potential pitfalls of not iterating based on user feedback.
The reality of product discovery is often messy and unpredictable, requiring adaptability and resilience from product managers.
The pharmaceutical industry's discovery process serves as an example of managing uncertainty and ambiguity in product development.
The fear of the unpredictable nature of the discovery process and its impact on commitment to agile or scrum methodologies.
The opportunity canvas as a tool for evaluating the potential of product ideas and understanding the problems they aim to solve.
The importance of starting with the problem rather than the solution when developing new products or features.
Transcripts
hello everybody this is Theo lista with
the next segment let me share the
presentation and get started so actually
quite interestingly as as we come to
this talking about the product pipeline
and what can come and of course it's a
useful distinction to have at this point
what the difference between a pipeline
and the roadmap is there's been a lot of
talk over the past week about companies
that exist as feature factories and what
that quite means and the general take on
feature factories is it's a prior
organization that is solely focused on
features and will effectively produce a
spreadsheet of once and then slap due
dates against them and then just start
going which it can be easy to see
companies in that vein if there's no
underlying vision or underlying strategy
to what the company seems to be trying
to accomplish but that is of course
counter pointed against the fact that
features really matter the the exercise
used here is the 2019 launch of the iPad
version of Photoshop where it got
completely panned and Adobe's chief
product officer effectively said this is
a humbling lesson in the fact that when
you do ship in MVP you have to be ready
for the the negative criticism that
comes out of that and in that case it
was that critical features were missing
it missing like filters pen tools vector
drawings color spacing so and become
something of a balance where companies
can't be seen as feature factories but
also have to produce features and and
understand where that comes in and I
don't have any neat answer for that it's
a balancing act of having a vision and
executing all the features needed but
what I'm what I'm gonna talk about here
with a little more detail may go sort of
the way towards creating a more new
understanding of that and that would be
if you build your product pipeline
properly then you start to get to a
point where you're solving the right
questions and you're building the
features needed but with further and
serve of your company's vision so not
all companies refer to this the same I
quite like referring to the product
pipeline because it's it gives you that
understanding of how something
progresses from the idea stage to
something that comes out to the concrete
feature but of course there's there's so
many different possible entry points
into the product roadmap or the
development pipeline so this is a fairly
standard sales pipeline people live and
die by this but this is where the idea
comes from effectively you have all of
your leads being sourced through
multiple different reasons so this might
be you know inbound email it might be
seeing somebody at an event called
outreach there's so many different way
is that information and in this case
prospects or potential leads come into a
company and then there's this process of
curating and processing them so
qualification dealing with the the leads
that's probably aren't going to go
anywhere the best way of focusing your
efforts is to only really continue with
those prospects that seem like they are
interested or they have particular needs
that you feel you're able to meet and
then and so on and so on and so on you
get to the bottom of the triangle and
then the sale happens for a a smaller
smaller proportion the of the inbound
leads you're only gonna get a fraction
the people that come in and I see the
product pipeline there's something
something quite similar it's everybody
is able to come up with ideas
everybody has theories and desires on
our product should go but it's only
through multiple layers of filtering
that you get to something which is the
end results and the things you actually
build
so this is one example I this is not the
litera strategy we we have multiple
conveyor belts of information flowing
through this process but we don't have
anything like this visualized but this
does give an example of what you could
be looking at so you see this as a
funnel as well you have on the left hand
side there's a filter and then you move
through a series of processes so the
first item and it's good to have this
visualized here because you can see lots
of dots all pointing in different
directions and the strategic filter for
a company is making sure that the ideas
that you have in front of you are those
which mean that you're roughly heading
in the same direction all those ideas so
the bigger a company gets so the bigger
its teams gets the more the more
strategies you might have going on at
the same time but that's that's an
aspect of the capacity rather than an
aspect of an aspect of being able to
balance multiple items so you can have
if you have three development teams each
can perhaps be contributing towards a
different aspect of the company's
strategy but as a general rule of thumb
the more focused you are the more
results you get out of this process so
this filter that blue thing is what's
being carried through the process
everything else you effectively put in a
shoe box and when it aligns with your
strategy again it gets brought back out
but up until that points is left which
is kind of the first place where product
teams and product managers have to learn
to say no it's it can be very
frustrating and also quite disheartening
to have an excellent idea put in front
of you but it doesn't meet your
strategic vision and has to go and pause
but it happens and as long as the
strategy is sound that's not necessarily
a bad thing it just means that you're
building evidence changing strategy in
the future then you get to the selection
points we have to work out whether it
will be viable
or whether it will make good business
sense so if you have a strategy of
wanting to expand into the Australian
market and the the solution might be and
I'm talking as a business rather than as
a as a product organization just to
begin with is we could fly over from
North America our entire sales team and
then just go door-to-door cold calling
and knocking on doors and talking to
people and trying to drum up interest
that way that might pass the strategic
filter because it's in line with the
vision you want to extend in Australia
but then there's the economic filter one
that will cost thousands upon thousands
of dollars and - would that actually be
effective so you start to filter the
this pure and unrefined refined idea
through the lenses of justice make sense
to the business does this make sense to
the direction we want to move it to and
and then you get into building the
actual project pipeline and this is
where the the road map can be helpful so
what we see here in this actual pipe
here corresponds more to the very
short-term product roadmap so to say
you're building something over the span
of a year what's in here it could just
be over the course of say three months
but it does start to create that link to
how the ideas come in and how everything
that goes through that process links to
the higher roadmap which in turn links
to the strategy which in turn applies to
all these ideas that are coming through
which we're either being continued with
or being being left to the side for the
time being this is why it without
regularly reviewing the strategy itself
product you know products and companies
can become a bit stale and maybe they do
turn into the future factories that I
mentioned earlier if that strategy never
changes then it effectively just becomes
a self-perpetuating cycle the strategy
remains the same you produce the
features and they in turn dictate what
the strategy is and that in turn
dictates the idea
there's no real new input so this
process here has analysis of failures to
understand whether you're not hitting
the mark I mentioned about two weeks ago
how the product team sets okay our
objectives and key results to have
something to measure against and give an
opportunity to just be clear about what
you're achieving or what you're missing
as a company litera what we generally do
is we review this entire cycle once a
year so towards the end of the year or
start of the year we'll review
everything that's come in through these
filters and then also our business
objectives and what the strategy is that
aligns to that and then then see whether
it needs to be changed or not and most
years will think we'll discover that
maybe one project level will need to
extend into the year and that's fine but
over widen company themes change so if
that fits under that umbrella then it
can stay if it doesn't fit under that
umbrella then we need to start wrapping
it up and putting it to bed because it's
not going to last much further into the
new year
so this is a short overview of I suppose
our process and how our pipeline would
work it's not a pipe of course but it
gets a little bit of the way towards
showing what you would expect to be so
this first part here is all of those
individual ideas as they crop up and as
they come into the company so multiple
different ways that this can crop up
it's meeting the customers it's hearing
from customers through all sorts of
different channels and there's also what
competitors are doing and and the
adoption of the things that we've
released in the past to assess where
there's something that we released
because we thought that it would
contribute towards a particular strategy
if that's gone well then it seems like
we had the right idea if it's not going
well then it seems as something
additional that we should be considering
that maybe we weren't and then it's just
prioritizing and working out which need
to come first and that's a little bit of
that is the is the business economic
filter so you can have say a hundred
ideas and I mentioned earlier putting
them into a shoebox or keeping them to
the side that is one way of looking at
it it's whether you make the formal
decision to say we're not going to
commit to this and we're not going to
move it forward effectively at all
whereas some companies will say ok we
have a hundred items we're going to rank
them from most to least important and
the least important though they may
never be done but if we get through the
top 99 then nothing else comes in then
we'll do it we we tend to again do a
blend of that approach so we will pick
the likeliest items prioritize those and
be the unlikely items effectively put a
stamp on them saying we're unlikely to
cou continue with this and every so
often we'll review that see whether it
remains the case so again here roi
demand market
but these are all business and economic
filters and then there's multiple
methods of stakeholder review to assess
whether these items which are now in the
pipeline are valid or not and I've
already mentioned product council's
product committees those are two of the
key ways this is covered but of course
we can't have them right now but things
like water cooler conversations and
in-person meetings and just ketchup
Steve these are all additional methods
of sharing this information and trying
to make sure that you're on the same
page as things have been progressed and
then it's just this cycle I mentioned
that our product release cycle occurs on
a quarterly basis the wide a strategy
cycle I suppose occurs on an annual
basis and that's all about making sure
that's whenever we have the opportunity
to step back and assess what's happened
that we are able to understand the
magnitude of what's what's been
delivered so a few of these items here
mostly correspond to that forecasting of
courses for the more advanced items
which might require an entire project of
themselves rather than a quarter to be
achieved and deal desk
deal desk I may go into in some detail
in a future session that is effectively
our way of managing and triaging issues
that affect customers so every every bug
that a customer reports every everything
that could be potentially going wrong
with a customer every every week and for
some products that's multiple times a
week that is is reviewed by a kind of a
much like a product committee a
multidisciplinary group of people who
all have either some inputs or some
connection with the customer to make
sure those are progressed and understand
what additional information is needed if
any and as you see here this iterates
this cycles and this continues
so this is an illustration it gets a bit
messy as has all practices do and they
hid the reality of building something in
a company with multiple people so this
illustrates the concept of when
companies and it could be the entire
company it can be a subset when when
people get excited about the idea of a
product and then require the product
manager themself to define it this
illustration here is is hopefully the
ideal situation where multiple steps and
multiple measures occur but it can
happen as well that the desire for a
particular product need as identified
and then somebody is asked to go and run
with it so you have this task to define
something you know that maybe the
engineering team will be finished with
what they're currently working on in
about four weeks so that means you have
four weeks to define the problem
you can use all sorts of best practices
assess the opportunity and I'll go into
a little bit more about opportunity
assessment in a bit and starts
interviewing users better understand the
problem that needs to be solved
identify early requirements and then by
week two you should be able to start
designing the the prototype whether
that's where the interaction designer
whether that's wire framing and then in
the third week you'll start user testing
using that prototype or framework and
then in week four you're flesh out the
details of the use cases and review the
prototype at the engineering team that
sounds pretty good to me but the the
reality of things isn't always in that
case so you can effectively find that's
in these initial user discussions
sometimes users aren't actually as
excited about the idea as say the
management team was when they suggested
it or it's difficult to produce a
prototype that users are able to
understand or walk through properly and
users might just not be as excited about
the ideas and the prototype when they
try it but at that point you you're
finished you have your time have your
four weeks the engineers are ready and
then for the next three to six months it
might just be that they have to build
that it's the the product that you
prototyped identified but it's kind of
boring an exciting unusable and then you
get the point where you ship and of
course the results are lackluster and
the management team is questioning what
was done so the problem there is not the
software it's from the engineering teams
faults they they're built to code and
they built to spec and the blame can
fall upon the product manager and
ultimately what that means is unless
you're able to change your prototype
adjust as you're creating as you're
testing with users yeah you're not going
to produce the right thing and you're
not going to get the results you want so
this is a bit more complicated and that
simple four week four step process but
it has multiple multiple stages and
multiple different interactions it's I'd
say trying to create this neat
characterization of what the product
discovery cycle should look like that
can be one of the biggest traps for a
product manager it's it's very very
tempting to want to have a reliable
consistent understandable way of finding
customers talking to them wire framing
but the reality is you're on week one
you'll start reaching out to people they
won't get back to you for two weeks
you'll arrange meetings with people
they'll flake and you'll start wire
framing on what little information you
would be able to get from customers and
then you'll start showing it to those
customers and they don't like it then
the people who flaked on you'll get back
in touch with you and your show then the
wireframes and they'll suddenly like it
and you get all of these different
different points different customer
interactions at different stages in the
refinement process and it could be
challenging and product discovery makes
it sound kind of as amorphous as it is
and ultimately this can be a process of
debate but whether this process is more
art or science and and I would say the
the urge to get processes in place you
can create a framework which gets most
of it but the house does have to be some
art or some creativity to pushing
through the rest of the the way you can
you can engineer the building blocks
that will make something robust and
supportable but to get to that point of
user delight and
here this is indicated by hearts and
value being delivered but delight is an
actual metric that many companies
measure and that it takes a bit of a
mental rewiring process to get through
and yeah so you need to get the product
solution that's usable useful feasible
sometimes delightful and you effectively
need to design the validate with
customers and the engineering team and
charge straight through this amorphous
mass so even with the help of multiple
people it's it can still be a challenge
the pharmaceutical company industry
sorry they provide a pretty good example
of this we work with a lot of people in
life sciences and their discovery
process is incredibly rife with
potential ambiguity so let me say the
markets discovery it isn't necessarily
very difficult so there's all sorts of
problems that need to be solved in terms
of healthcare whether that's creating
vaccines creating novel drugs for
managing completely mundane illnesses
you know all sorts of those all sorts of
those problems would be great to solve
so there's no shortage of those the
issue is discovering what the solution
is and drug companies go into this
discovery phase completely cognizant of
the fact that there's no guarantee that
you'll come up with anything and only
vague I'd understandings of how long
that's actually going to take so as a
company they have to build in that
element of uncertainty into their
structure and also into their pricing
model so software I think we can get a
little bit closer to that because
there's I'd say with fewer complexities
in software but that may be an amateur's
understanding but it is
a phase shift that management teams find
difficult to reconcile and that is one I
would say this lack of predictability of
the discovery process there's this fear
that you'll spend months and months
working on discovery and then end up
with nothing to show and if you did at
least build something and then ship it
you can point to something to say we
built and ship something of course if
you go into this without that
understanding and with a commitment to
and we build something which you know
will solve a active problem and delight
people but you may never get to that
solution that can be challenging and it
can also be a fear of moving into scrum
or agile processes because you can start
out with a commitment to one particular
release goal and of course with agile
that could completely flip on its head
at any point if the justification is
that and I would say second the fault of
the engineering team sitting around
without anything valuable to do again
can can drive people up the wall because
R&D spend is is usually a fairly
proportion proportionate part of the
business huge as well the amount of
salary that's been thrown around the
amount of technological investment so I
think that's this discovery process here
it works it's just that it can be
difficult to expand the benefits of it
but if you're doing this you you will
ultimately produce items for for your
roadmap or for your pipeline and they'll
be well designed and well validated and
then there are additional things that
you can you don't have to do as much
validation for theirs there's always
maintenance
there's always direct customer requests
and canvassing the different end points
to account the number of people that
requested it and
these can certainly be very simple
things that they actually need much
wireframing a much more prototyping or
even much user validation sometimes it
is just as simple as you need this done
and you can flip a switch and make it
happen so I mentioned that I will talk
about this I will do so quite briefly
but this is opportunity canvas there's
all sorts of different different
evolutions of this different people who
built them I I don't know who originated
this it might have been
Marty Kagan I think I first picked this
up from the strategize er series of
books but effectively this is aiming to
walk you through some of this discovery
some of these necessary questions that
need to be asked
so opportunities exist all around we've
seen that in the pipeline we've seen
that in the number of ideas that come in
and things are always changing so new
tech new people with different talents
competitors rising and falling and this
is a way of trying to quickly map which
opportunities are promising and which
ones aren't
and also I use this quite a lot of time
for product ideas that we're not ready
to deliver on but we might want to be
ready ready for in any air or so
so if we leave the process of deciding
whether or not to build a product or a
particular feature to intuition this
this intuition there's large customers
either offering to fund the creation of
a particular feature or just saying it
needs to be done and and expecting it to
be so there's a two of the large way is
that features can get built that's
that's quite a lot of the time that's
what businesses will be faced with
that'll be one of the pressures being
spanned across the product team and one
of the things that seem to be aware of
so typically somebody in the the
business side or marketing side will
have a requirements document for
marketing and what this does is describe
the opportunity rather than the solution
and so this here is is the product
team's approach and that very thing so
rather than leaping to understand what
the solution needs to be this starts
with the premise that you can't quite do
that until you fully understand what the
problem is and I've gone through
multiple stages to understand that so
these have stressy there's 10 items here
although this one says one twice and
never lets a glaring inaccuracy like
that get in the way of of doing
something that might be beneficial but
usually the hardest one is is the first
question to answer
which is what problem is this going to
solve and effectively what what is the
value proposition so I will leave you
with that the next session I I don't
actually have worked out yet so we will
see it may be that we have a short break
on this series and then continue with
the semi frequent round ups of what's
been happening in the product councils
and private committees so now if you are
involved in not just
management's butts any roll which
involves incoming requests and being
asked for particular items it this is a
useful framework just to be starting to
think about I'm actually solving what's
not a problem I'm solving when I say yes
I'll help with this and what kind of
solution can we giving that provides
more value than simply doing something
in the way that the person who's asked
has strictly defined for me so I guess
that's more of a life lesson rather than
the product management lesson but that's
generally how these things go so I'll
leave you with that thank you for
listening
I hope you enjoy the rest of the day and
hopefully we'll be seeing more of this
soon bye for now everyone
Посмотреть больше похожих видео
Product management theater | Marty Cagan (Silicon Valley Product Group)
What is Product Management? Lifecycle, Tools and Main Roles
My Product Strategy Model - An Introduction
How to Launch a Product | Derek Osgood, CEO of Ignition
How To Talk To Users | Startup School
Interview of 🔥 Alexandre Prot🔥CEO Qonto
5.0 / 5 (0 votes)