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©2016 keithhopper.com
Winning Your Company Over to Modern Product Thinking
[email protected]@khopper
(Contact me for presentation with audio)
©2016 keithhopper.com
Keith Hopper coaches enterprise teams in how to rapidly bring the best new ideas to market
and avoid costly missteps.
©2016 keithhopper.com
What is Modern Product Thinking?
Modern Challenges• Lowered-barriers to
entry• Rapidly evolving user
needs• Need for being quick to
market• Highly uncertain
Modern Practices• Work in small, cross-
functional teams• Plan and adjust iteratively• Fix time, vary scope• Put the user at the center• Identify and test
hypotheses• Measure and learn
©2016 keithhopper.com
The Problem
1. The product market is increasingly competitive and dynamic
2. To respond, organizations need to change their approach to Product Management
3. It’s hard to bring change into an organization when you’re not in charge
©2016 keithhopper.com
• Disrupted by digital change• Seeing problems everywhere, internally and
externally• Overwhelmed by directions they could go in• Had no clear answers
The Christian Science Monitor is a 108 year old international news organization
©2016 keithhopper.com
How best to Help?
• Small, x-functional team• Outside of normal business operations • One simple goal: “Demonstrate some type of
new value to existing customers.” • Create a prototype and test it in a week
Instead of a complete overhaul, a full industry analysis, or a detailed innovation plan, we agreed instead to a teeny, tiny, little project.
©2016 keithhopper.com
Design / Discovery Sprints
AGILE(fixed-time iterations)
LEAN(experimentation)
DESIGN THINKING(user-centric)
©2016 keithhopper.com
Value: make a difference beyond reporting the news
©2016 keithhopper.com
Six-month Outcomes
• Several testing iterations• Launched major new editorial initiative, digital property
and campaign: csmonitor.com/redirect• Surpassed all existing internal metrics
– Page engagement– Shares, Likes, Views– Sign-ups / conversions
• Executives embraced new product direction and methods
• Org change creating PMs and cross-functional teams• Editorial and publishing on the same team
©2016 keithhopper.com
The Rider & the Elephant
©2016 keithhopper.com
Riders, Elephants & Paths
©2016 keithhopper.com
Elephants & Riders Have Issues
• Riders get overwhelmed with options• Riders focus on problems, doubt • Riders get stuck in planning and analysis• Elephants do what is familiar, safe• Elephants don’t listen to reason for long• Elephants are motivated by fear
©2016 keithhopper.com
Direct the Rider
• Focus on one, small behavior change• Create a single, achievable, near-term goal • Fight analysis by doing• Script the critical moves with specific and clear
instructions on how to proceed• Help visualize a near-term destination
©2016 keithhopper.com
Motivate the Elephant
• Address emotions, not logic– Social pressure, FOMO, pride, fear, safety, hope
• Shrink the change, but make it meaningful• Create wins and immediate gratification• Expect and permit failure “en route”• Grow people: build reassurance and
confidence
©2016 keithhopper.com
Shape the Path (Make the Journey Easier)
• Avoid breaking existing habits• Build new habits• Give the team real skills and practice• Find the bright spots and highlight – behavior
is contagious
©2016 keithhopper.com
How to Change Product Thinking
• Focus on one small, near-term goal• Deploy a small team for a short timeframe• Deploy a proven, highly structured process• Avoid analysis paralysis through execution• Equip people with modern product skills• Create and celebrate small wins• Understand what’s working and highlight