new is easy but right is hard: hacking product management
Post on 18-Oct-2014
3.396 Views
Preview:
DESCRIPTION
TRANSCRIPT
New is Easy but Right is HardHacking Product Management
Bernard Leong@bleongcw
http://www.bernardleong.com
1
Outline
2
Outline
Product Management in a nutshell
2
Outline
Product Management in a nutshell
A Product Manager’s nightmare
2
Outline
Product Management in a nutshell
A Product Manager’s nightmare
Good and Bad Product Managers
2
Outline
Product Management in a nutshell
A Product Manager’s nightmare
Good and Bad Product Managers
Hacking Product Management:
How do we decide the product roadmap?
2
Outline
Product Management in a nutshell
A Product Manager’s nightmare
Good and Bad Product Managers
Hacking Product Management:
How do we decide the product roadmap?
My Three Tales on Product Management
2
Outline
Product Management in a nutshell
A Product Manager’s nightmare
Good and Bad Product Managers
Hacking Product Management:
How do we decide the product roadmap?
My Three Tales on Product Management Q & A
2
What does a product manager do?
3
What does a product manager do?
Business Strategy, Market Analysis &
Segmentation, Risks & Competitor
Analysis
3
What does a product manager do?
Business Strategy, Market Analysis &
Segmentation, Risks & Competitor
Analysis
Customer Sales,Growth & Feedback
3
What does a product manager do?
Business Strategy, Market Analysis &
Segmentation, Risks & Competitor
Analysis
Customer Sales,Growth & Feedback
Product Development, Engineering &
Roadmap
3
What does a product manager do?
Business Strategy, Market Analysis &
Segmentation, Risks & Competitor
Analysis
Customer Sales,Growth & Feedback
Product Development, Engineering &
Roadmap
Financials Management
Profit & Loss (P&L)
3
What does a product manager do?
Business Strategy, Market Analysis &
Segmentation, Risks & Competitor
Analysis
Customer Sales,Growth & Feedback
Product Development, Engineering &
Roadmap
Financials Management
Profit & Loss (P&L)Marketing
3
What does a product manager do?
Business Strategy, Market Analysis &
Segmentation, Risks & Competitor
Analysis
Customer Sales,Growth & Feedback
Product Development, Engineering &
Roadmap
Financials Management
Profit & Loss (P&L)Marketing Team Execution
3
What does a product manager do?
Business Strategy, Market Analysis &
Segmentation, Risks & Competitor
Analysis
Customer Sales,Growth & Feedback
Product Development, Engineering &
Roadmap
Financials Management
Profit & Loss (P&L)Marketing Team Execution
In a startup, the CEO is the product manager.3
The Chasm of Product Management
Chasm
Technology/EngineeringBusiness
4
The Chasm of Product Management
Chasm
Technology/EngineeringBusiness
Customers say that we need X
features.
4
The Chasm of Product Management
Chasm
Technology/EngineeringBusiness
Customers say that we need X
features.I build & they
will come.
4
The Chasm of Product Management
Chasm
Technology/EngineeringBusiness
Customers say that we need X
features.I build & they
will come.
It should be easy to build X
features.
4
The Chasm of Product Management
Chasm
Technology/EngineeringBusiness
Customers say that we need X
features.I build & they
will come.
It should be easy to build X
features.
I insist that X has to be built
this way.
4
The Chasm of Product Management
Chasm
Technology/EngineeringBusiness
Customers say that we need X
features.I build & they
will come.
It should be easy to build X
features.
We need X features by tomorrow!
I insist that X has to be built
this way.
4
The Chasm of Product Management
Chasm
Technology/EngineeringBusiness
Customers say that we need X
features.I build & they
will come.
It should be easy to build X
features.
We need X features by tomorrow!
I insist that X has to be built
this way.
It’s just too much work for my engineering
team.
4
Source: Project Cartoon http://www.projectcartoon.com
A Product Manager’s Worst Nightmare
5
Source: Project Cartoon http://www.projectcartoon.com
A Product Manager’s Worst Nightmare
5
Source: Project Cartoon http://www.projectcartoon.com
A Product Manager’s Worst Nightmare
5
Source: Project Cartoon http://www.projectcartoon.com
A Product Manager’s Worst Nightmare
5
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
6
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
6
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
6
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
6
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
7
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
7
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
7
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
7
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
8
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
8
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
8
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
8
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
9
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
9
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
9
A Product Manager’s Worst Nightmare
Source: Project Cartoon http://www.projectcartoon.com
9
But where’s the balance?10
Good Product Manager Bad Product Manager
11
Understands the market, product &
competition
Good Product Manager Bad Product Manager
11
Understands the market, product &
competition
Lack of knowledge about the market
Good Product Manager Bad Product Manager
11
Understands the market, product &
competition
Takes full responsibility
Lack of knowledge about the market
Good Product Manager Bad Product Manager
11
Understands the market, product &
competition
Takes full responsibility
Makes lots of excuses when things
fail
Lack of knowledge about the market
Good Product Manager Bad Product Manager
11
Understands the market, product &
competition
Takes full responsibility
Good Execution according to Plan &
disciplined in updating everyone
Makes lots of excuses when things
fail
Lack of knowledge about the market
Good Product Manager Bad Product Manager
11
Understands the market, product &
competition
Takes full responsibility
Good Execution according to Plan &
disciplined in updating everyone
Makes lots of excuses when things
fail
Lack of knowledge about the market
Always fail to meet timelines & milestones
Good Product Manager Bad Product Manager
11
Understands the market, product &
competition
Takes full responsibility
Figures out the direction of the
product
Good Execution according to Plan &
disciplined in updating everyone
Makes lots of excuses when things
fail
Lack of knowledge about the market
Always fail to meet timelines & milestones
Good Product Manager Bad Product Manager
11
Understands the market, product &
competition
Takes full responsibility
Figures out the direction of the
product
Good Execution according to Plan &
disciplined in updating everyone
Makes lots of excuses when things
fail
Lack of knowledge about the market
Always fail to meet timelines & milestones
Have no clue to where the product should go & lack of
discipline not to provide status
updates to everyone
Good Product Manager Bad Product Manager
11
Good Product Manager Bad Product Manager
12
Manages time for different aspects
appropriately
Good Product Manager Bad Product Manager
12
Manages time for different aspects
appropriately
Lost all the time to firefighting
Good Product Manager Bad Product Manager
12
Manages time for different aspects
appropriately
Prepares good documentation:
marketing collaterals, FAQs, presentations
& white papers
Lost all the time to firefighting
Good Product Manager Bad Product Manager
12
Manages time for different aspects
appropriately
Prepares good documentation:
marketing collaterals, FAQs, presentations
& white papers
Thinks documentation is a waste of time, and
expects the others to do it
Lost all the time to firefighting
Good Product Manager Bad Product Manager
12
Manages time for different aspects
appropriately
Prepares good documentation:
marketing collaterals, FAQs, presentations
& white papers
Communicate accurately & precise
with all teams
Thinks documentation is a waste of time, and
expects the others to do it
Lost all the time to firefighting
Good Product Manager Bad Product Manager
12
Manages time for different aspects
appropriately
Prepares good documentation:
marketing collaterals, FAQs, presentations
& white papers
Communicate accurately & precise
with all teams
Thinks documentation is a waste of time, and
expects the others to do it
Lost all the time to firefighting
Does not know what he or she wants and confuse everyone in
the process
Good Product Manager Bad Product Manager
12
Manages time for different aspects
appropriately
Prepares good documentation:
marketing collaterals, FAQs, presentations
& white papers
Gathers information informally and works around the system
Communicate accurately & precise
with all teams
Thinks documentation is a waste of time, and
expects the others to do it
Lost all the time to firefighting
Does not know what he or she wants and confuse everyone in
the process
Good Product Manager Bad Product Manager
12
Manages time for different aspects
appropriately
Prepares good documentation:
marketing collaterals, FAQs, presentations
& white papers
Gathers information informally and works around the system
Communicate accurately & precise
with all teams
Thinks documentation is a waste of time, and
expects the others to do it
Lost all the time to firefighting
Does not know what he or she wants and confuse everyone in
the process
Complains all the time and blames the
system
Good Product Manager Bad Product Manager
12
Good Product Manager Bad Product Manager
13
Focus team on revenues and
customers
Good Product Manager Bad Product Manager
13
Focus team on revenues and
customers
Focus team on what competition is doing
Good Product Manager Bad Product Manager
13
Focus team on revenues and
customers
Knows how to reduce features & say no when necessary
Focus team on what competition is doing
Good Product Manager Bad Product Manager
13
Focus team on revenues and
customers
Knows how to reduce features & say no when necessary
Be too accommodating & keeps letting the
product get bloated with features
Focus team on what competition is doing
Good Product Manager Bad Product Manager
13
Focus team on revenues and
customers
Knows how to reduce features & say no when necessary
Prepares how to engage the press & dictate how the story
is written
Be too accommodating & keeps letting the
product get bloated with features
Focus team on what competition is doing
Good Product Manager Bad Product Manager
13
Focus team on revenues and
customers
Knows how to reduce features & say no when necessary
Prepares how to engage the press & dictate how the story
is written
Be too accommodating & keeps letting the
product get bloated with features
Focus team on what competition is doing
Lets the press write whatever they want & end up fighting with
them when things go wrong.
Good Product Manager Bad Product Manager
13
Focus team on revenues and
customers
Knows how to reduce features & say no when necessary
Decomposes problems into small
chunks to solve them.
Prepares how to engage the press & dictate how the story
is written
Be too accommodating & keeps letting the
product get bloated with features
Focus team on what competition is doing
Lets the press write whatever they want & end up fighting with
them when things go wrong.
Good Product Manager Bad Product Manager
13
Focus team on revenues and
customers
Knows how to reduce features & say no when necessary
Decomposes problems into small
chunks to solve them.
Prepares how to engage the press & dictate how the story
is written
Be too accommodating & keeps letting the
product get bloated with features
Focus team on what competition is doing
Lets the press write whatever they want & end up fighting with
them when things go wrong.
Conflat all the problems into one and have no idea
how to resolve them.
Good Product Manager Bad Product Manager
13
Most products fail because ...
14
Most products fail because ...
Too much emphasis on (business/technology) &
lack of focus on (technology/business).
14
Most products fail because ...
Too much emphasis on (business/technology) &
lack of focus on (technology/business).
Too much features & too little room for
experimentation or patience to work for the
long haul.
14
Most products fail because ...
Too much emphasis on (business/technology) &
lack of focus on (technology/business).
Too much features & too little room for
experimentation or patience to work for the
long haul.
Lack of integration between marketing, sales & product development & that’s why growth hacking
is important.
14
Most products fail because ...
Too much emphasis on (business/technology) &
lack of focus on (technology/business).
Too much features & too little room for
experimentation or patience to work for the
long haul.
Lack of integration between marketing, sales & product development & that’s why growth hacking
is important.
Execution limited to specific points of time and
not over arching.
14
How do we decide the product roadmap?
15
How do we decide the product roadmap?
Determine the business objective of
the product
15
How do we decide the product roadmap?
Determine the business objective of
the product
Align team on product development, sales,
marketing & customer data collection to
business objectivewith timeline &
milestones
15
How do we decide the product roadmap?
Determine the business objective of
the product
Align team on product development, sales,
marketing & customer data collection to
business objectivewith timeline &
milestones
Do not be distracted by your competitors’
product or say no to adding new features or
total perfection.
15
How do we decide the product roadmap?
Determine the business objective of
the product
Align team on product development, sales,
marketing & customer data collection to
business objectivewith timeline &
milestones
Do not be distracted by your competitors’
product or say no to adding new features or
total perfection.
Hold yourself accountable to a set of
metrics
15
How do we decide the product roadmap?
Determine the business objective of
the product
Align team on product development, sales,
marketing & customer data collection to
business objectivewith timeline &
milestones
Do not be distracted by your competitors’
product or say no to adding new features or
total perfection.
Hold yourself accountable to a set of
metrics
Ensure that everyone is on message.
15
How do we decide the product roadmap?
Determine the business objective of
the product
Align team on product development, sales,
marketing & customer data collection to
business objectivewith timeline &
milestones
Do not be distracted by your competitors’
product or say no to adding new features or
total perfection.
Hold yourself accountable to a set of
metrics
Ensure that everyone is on message.
Relentless execution from pre, during &
post-launch
15
Product RoadmapMinimum Viable
Product
What you can build within
30-60 days?
What is the ideal product you will like to
have?
Infinity
The ideal product does
not exists
What you can build with an
initial investment & some
customers
What you can build with more
investments & more customers
(includes feedback)
Beta Product Iterated Productfor customers
TimeDay 0
Write the ideal press release before you start ...
16
Measure data but find the killer metric that addresses virality & potential /real revenues.(the one you pitched to investors)
How many downloads, users, impressions?
(Vanity)
How many monthly active users performing actions with your app or website?
Construct metrics, on how many
actions per user or how much time user
spend and benchmark against
known metrics.
17
Day Product Development
Product Management
Product Marketing
30 Build feature 1 & 2 Test trial for feature 1 & 2Figure out where
your customers get the product.
60 Build feature 3 & 4Test trial for feature 3 & 4Prepare seeded content
Figure out how to educate usersPrepare the setup for the distribution
90 Prototype ready for testing
Get users to try the complete prototype & see what they thinks
Prepare and starts sending invites to
alpha or beta users
Let everyone knows the plan and start your execution. Do keep each other in check.
18
Tale 1: Customer Feedback vs “Cool” Visualization
19
Tale 1: Customer Feedback vs “Cool” Visualization
Business Objective:To sign up small and
medium business owners with physical stores to
advertise on our solution.
19
Tale 1: Customer Feedback vs “Cool” Visualization
Business Objective:To sign up small and
medium business owners with physical stores to
advertise on our solution.
Our First Prototype:A small ad unit on mobile & web with a “View Map”
that leads to Google Street View upon click.
19
Tale 1: Customer Feedback vs “Cool” Visualization
Business Objective:To sign up small and
medium business owners with physical stores to
advertise on our solution.
Our First Prototype:A small ad unit on mobile & web with a “View Map”
that leads to Google Street View upon click.
150 Customers Feedback:“View Map” looks “cool” but I prefer a button that tells users how they can
come to my physical store.
19
Tale 1: Customer Feedback vs “Cool” Visualization
Business Objective:To sign up small and
medium business owners with physical stores to
advertise on our solution.
Our First Prototype:A small ad unit on mobile & web with a “View Map”
that leads to Google Street View upon click.
150 Customers Feedback:“View Map” looks “cool” but I prefer a button that tells users how they can
come to my physical store.
Product Manager: We change “View Map” to “Directions” & customers prefer our solution & our
customers love it.
19
Tale 2: SMS solution in Customer Discovery
20
Tale 2: SMS solution in Customer Discovery
Business Objective:Our customers use web
interface, twitter or SMS to web to update their
promotions. We have to offer all three in the US.
20
Tale 2: SMS solution in Customer Discovery
Business Objective:Our customers use web
interface, twitter or SMS to web to update their
promotions. We have to offer all three in the US.
Problem: Twilio does not exist in 2010. For
Singapore & Malaysia, we built our SMS servers to allow users to pair their
mobile to our web servers.
20
Tale 2: SMS solution in Customer Discovery
Business Objective:Our customers use web
interface, twitter or SMS to web to update their
promotions. We have to offer all three in the US.
Problem: Twilio does not exist in 2010. For
Singapore & Malaysia, we built our SMS servers to allow users to pair their
mobile to our web servers.
Financial constraint:We can’t fly an engineer to US or use a SMS server
solution there which is too expensive.
20
Tale 2: SMS solution in Customer Discovery
Business Objective:Our customers use web
interface, twitter or SMS to web to update their
promotions. We have to offer all three in the US.
Problem: Twilio does not exist in 2010. For
Singapore & Malaysia, we built our SMS servers to allow users to pair their
mobile to our web servers.
Financial constraint:We can’t fly an engineer to US or use a SMS server
solution there which is too expensive.
Product Manager: Figure out a cheap solution that we can develop and test whether US users really
need to update their promotions via SMS.
We save a lot of financial resources & use 2 days of
one developer’s time.
20
Tale 2: SMS solution in Customer Discovery
Business Objective:Our customers use web
interface, twitter or SMS to web to update their
promotions. We have to offer all three in the US.
Problem: Twilio does not exist in 2010. For
Singapore & Malaysia, we built our SMS servers to allow users to pair their
mobile to our web servers.
Financial constraint:We can’t fly an engineer to US or use a SMS server
solution there which is too expensive.
Product Manager: Figure out a cheap solution that we can develop and test whether US users really
need to update their promotions via SMS.
We save a lot of financial resources & use 2 days of
one developer’s time.
Pre-Paid US SIM Card receiving free incoming SMS
Our US customer sends us an
update via SMS to our US number
We pair the pre-paid number with Google Voice & use
Google Voice API to extract the message & push to
Chalkboard platform replicating a SMS server for
the US
20
Tale 3: How to grow 4x users in Indonesia
21
Tale 3: How to grow 4x users in Indonesia
Business Objective:We have a mobile solution
to build websites on a phone, and grow quickly in
Indonesia market.
21
Tale 3: How to grow 4x users in Indonesia
Business Objective:We have a mobile solution
to build websites on a phone, and grow quickly in
Indonesia market.
Mobile data from analysts show that Indonesians like using Facebook and prefer
to access services with Bahasa Indonesia
language.
21
Tale 3: How to grow 4x users in Indonesia
Business Objective:We have a mobile solution
to build websites on a phone, and grow quickly in
Indonesia market.
Mobile data from analysts show that Indonesians like using Facebook and prefer
to access services with Bahasa Indonesia
language.
Product Manager: Make login not by classical
signups, but by Facebook connect and also localise the login in Indonesia with
their local language.
21
Tale 3: How to grow 4x users in Indonesia
Business Objective:We have a mobile solution
to build websites on a phone, and grow quickly in
Indonesia market.
Mobile data from analysts show that Indonesians like using Facebook and prefer
to access services with Bahasa Indonesia
language.
Product Manager: Make login not by classical
signups, but by Facebook connect and also localise the login in Indonesia with
their local language.
Results: went from 2x with Facebook connect and
then 4x growth of users by localisation to Bahasa
language.
21
22
The One Thing I believe that no one else do ...
22
22
Product managers with science & engineering backgrounds have stronger advantages against product managers with business backgrounds.
22
22
But to be successful, technology based product managers need to keep an open mind, learn the business side and move towards user-centricity than technology-centricity.
22
“New is Easy. Right is hard” - Craig Federighi, Apple
Thank You!
23
References• Ben Horowitz, "Good Product Manager/Bad Product
Manager"
• Ken Norton, "How to hire a product manager".
• Ian McAllister, What distinguishes the top 1% of product managers from the top 10%?
• Jeff Weiner, How to Spot the Five-Tool Superstar
• Jack Dorsey, The CEO as Chief Editor.
• Eric Ries, The Product Manager's Lament.
24
top related