Webinar: Product Outcome Thinking by Booking.com Product Leader

Summary

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

00:00

📣 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。

05:02

🤔 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。

10:02

💡 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。

15:04

🎯 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。

20:04

🚀 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。

25:05

📚 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。

Keywords

💡Mantra

「Mantra」とは、個人や組織が持つ座右の銘や信念を指す。このビデオスクリプトでは、講師が自分自身のMantra「products empowering lives（製品が人生を強化する）」を紹介し、それが彼の仕事を選んだ際の基準となりました。この概念は、製品マネージャーがどのように製品を通じて人々の生活に影響を与えるかを考える上で重要な役割を果たしています。

💡Outcome Thinking

「Outcome Thinking」とは、製品やサービスが最終的に達成すべき目標や結果を重視する思考方法です。このスクリプトでは、講師はOutcome Thinkingの重要性を強調し、製品マネージャーがどのようにその思考に従って製品を開発・改善するかについて説明しています。Outcome Thinkingは、製品の価値を最大化し、顧客のニーズに応えるために必要なアプローチです。

💡Product Management

「Product Management」とは、製品の計画、開発、市場投入までのプロセスを管理する役割を指します。このスクリプトでは、講師が自分自身の経験を交えながら、製品マネージャーがoutcome thinkingをどのように適用し、製品の成功を導くかについて語っています。製品マネージャーは、製品のビジョンを策定し、チームをリードしながら、市場での成功を目指します。

💡Booking.com

「Booking.com」は、世界中の旅行者向けの宿泊予約プラットフォームを提供するオンライン旅行会社です。このスクリプトでは、講師が現在勤務している会社として挙げ、その会社でのoutcome thinkingの適用や製品開発の成功について説明しています。Booking.comは、製品マネージャーが製品を通じて人々の生活にプラスの影響を与える理想的な場所として位置付けられています。

💡Hypothesis

「Hypothesis」とは、特定の結果が発生すると仮定する考え方です。このスクリプトでは、製品マネージャーが問題解決のためのアイデアや改善策を立て、それらが期待される結果をもたらすかどうかを検証するために仮説を立てることについて話されています。仮説は、製品開発プロセスにおいて、改善を効果的に導くために重要な役割を果たします。

💡OKR (Objectives and Key Results)

「OKR (Objectives and Key Results)」とは、目標設定とその目標を達成するための主要な成果物を定義する手法です。このスクリプトでは、講師がOKRフレームワークを用いて、チームがどのように目標を設定し、その目標を達成するための具体的な成果物を定義し、進捗を追跡するかについて説明しています。OKRは、チームの努力を一致させ、戦略的目標に向かって進めるために役立ちます。

💡Product Outcome

「Product Outcome」とは、製品が市場に投入された結果、どのような影響をもたらしたかを指す。このスクリプトでは、講師が製品マネージャーがどのように製品のアウトカムを追求し、顧客の生活にプラスの影響を与えるかについて語っています。製品のアウトカムは、製品マネージャーが追求する中心的な目標であり、製品の成功を評価する際に重要な指標となります。

💡Teamwork

「Teamwork」とは、チーム全員が協力して任務を遂行することです。このスクリプトでは、講師が製品マネージャーがチームワークを重視し、問題解決や製品開発において、チーム全員が共同で取り組むことが重要であると強調しています。チームワークは、製品マネージャーが目標を達成するために必要なコミュニケーションや協力を促進し、効率的な作業を実現するための基盤を提供します。

💡Planning

「Planning」とは、将来の行動やプロジェクトを事前に考えて計画を立てることです。このスクリプトでは、講師が計画の重要性を説明し、製品マネージャーが成功を達成するために計画を立てるプロセスに時間を割くべきだと提案しています。計画は、目標に向かって効率的に進むために、必要なリソースの確保や問題の予測、リスク管理などを行う上で欠かせない要素です。

💡Exponential Thinking

「Exponential Thinking」とは、従来の線形思考から脱却し、より迅速で革新的な発展を目指す思考方法です。このスクリプトでは、講師が製品マネージャーが指数的な思考を用いて、より大きな影響を与える機会を探求することを提唱しています。指数的な思考は、競争優位を確保し、顧客のニーズに応えるために革新的な製品やサービスを提供する上で重要な役割を果たします。

💡Customer Behavioral Change

「Customer Behavioral Change」とは、顧客の行動や習慣が変化することを指します。このスクリプトでは、製品マネージャーが製品を通じて顧客の行動をどのように変容させるかを目的としていることが述べられています。顧客の行動の変化は、製品の成功を測定する重要な指標であり、製品マネージャーはその変化を効果的に促進する戦略を立てることが求められます。

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