product = people

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PRODUCT = PEOPLE

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HOW TO BUILD A CULTURE THAT BUILDS PRODUCT

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THAT GROWS ITSELF

FIRST INTRODUCTIONS

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INTROS

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FAMOUS FOR…

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HOW EXACTLY HAVE WE GROWN ?

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EVANGELISM IS THE BIGGEST DRIVER OF GROWTH

WE BELIEVE WE CAN CREATE EVANGELICAL CUSTOMERS

SO WHY DO PEOPLE RECOMMEND OUR PRODUCT ?

RATIONALRATIONAL EMOTIONAL

RATIONALPRODUCT BRAND

RATIONALSPEED CONVENIENCE PRICE COVERAGE

BRAND

TO ACHIEVE ADVOCACY YOUR PRODUCT NEEDS TO BE AN ORDER OF MAGNITUDE

BETTER THAN THE ALTERNATIVE

BUT DON’T DO THIS AS “GROWTH HACK” DO IT BECAUSE THE WORLD

DESERVES IT

RATIONALSPEED CONVENIENCE PRICE COVERAGE

BRAND

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PEOPLE DO NOT TALK ABOUT MONEY TRANSFER IN THE PUB

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GIVE YOUR CUSTOMERS STORIES TO TELL

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You can’t copy that !

RATIONALSPEED CONVENIENCE PRICE COVERAGE

A MOVEMENT

RATIONALSPEED CONVENIENCE PRICE COVERAGE

OWNERSHIP PRIDE

HOW DOES THIS SCALE ?

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CULTURE

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PRODUCT = PEOPLE

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WE WORK IN AUTONOMOUS INDEPENDENT TEAMS THAT

FOCUS ON KPIS THAT MAKE A DIFFERENCE TO OUR

CUSTOMERS AND DRIVE OUR GROWTH

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THE CURRENCIES TEAM WORKS ON LAUNCHING NEW CURRENCIES

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IT IS AUTONOMOUS & INDEPENDENT

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Currencies Operations Verification Conversion Experience Virality Marketing

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WEAK PRODUCT OWNERSHIP

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EVERY PART OF THE PRODUCT IS OWNED

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ANY TEAM CAN CHANGE ANY PART OF THE PRODUCT

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MARKETING

PRODUCT

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WE DO NOT HAVE A GLOBALLY SCALABLE PRODUCT

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WHAT I’VE LEARNED ABOUT TEAM MATURITY

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HOW TO BUILD FULL STACK TEAMS

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‘OUR ENGINEERS FAIL TO BUILD A PRODUCT THAT INSPIRES OUR CUSTOMERS & OUR PRODUCT

MANAGERS FAIL TO INSPIRE OUR ENGINEERS” - @KAARMANN

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PRODUCT MANAGERS CANNOT TELL ENGINEERS WHAT TO DO

FEAR &

EGO

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FEAR OF GETTING FOUND OUT

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I DON’T KNOW WHAT TO DO

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MAKE SOMETHING UP AND SAY IT WITH CONVICTION

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PRODUCT MANAGERS TELL ENGINEERS WHAT TO DO

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MANAGE STAKEHOLDERS

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6 MONTHS LATER REALISE WE’RE NOT SOLVING CUSTOMERS PROBLEMS

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5 WAYS TO HELP TEAMS FORM FASTER

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1. DESTROY THE HERO CULTURE OF PRODUCT MANAGEMENT

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PRODUCT MANAGERS CANNOT TELL ENGINEERS WHAT TO DO

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IF YOU FAIL TO INSPIRE AN ENGINEER

YOU WILL FAIL TO INSPIRE CUSTOMERS

2. TALK TO CUSTOMERS

(OR GIVE THEM A BUBBLE BATH)

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3 LET THE DATA DO THE TALKING

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4. PROMOTE TALKING ABOUT LEARNINGS RATHER THAN SHIPPING

OR KPIS

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5. HIRE ESTONIANS

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ONCE THE TEAM IS FORMED - WHAT’S NEXT ?

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WHAT IS THE PROBLEM THAT YOU ARE TRYING TO SOLVE ?

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OUR CUSTOMERS CALL US BECAUSE THEY ARE WORRIED

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WHAT IS THE PROBLEM YOU ARE TRYING TO SOLVE ? WHAT IS THE CURRENT SOLUTION ?

HOW MUCH VALUE ARE YOU GOING TO CREATE FOR OUR CUSTOMERS THROUGH SOLVING THIS PROBLEM ? HOW DO YOU KNOW THAT IF WE SOLVE THIS PROBLEM

WE WILL CREATE SO MUCH VALUE CUSTOMERS WILL SWITCH TO TRANSFERWISE ?

HOW DO YOU KNOW IF YOU ARE CREATING ENOUGH VALUE FOR OUR CUSTOMERS TO TELL THEIR FRIENDS ?

WHY SHOULD WE SOLVE THIS PROBLEM ?

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ONCE YOU’VE FIGURED OUT PROBLEM YOU ARE SOLVING - WHAT’S NEXT ?

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MOVING KPIS

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MOVING A KPI IS HARD

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MATURITY

TRADE OFFS & CHALLENGES

TRADE OFFS

- Consistency

- Efficiency

- Singularity of vision

- Swiftness of collective decision making

CHALLENGES

- Accountability

- Failure

- Intervention

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WHY DO WE OPERATE THIS WAY ?

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60 TO 400+ TRANSFERWISERS IN 18 MONTHS

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WE GROW AT THE RATE AT WHICH WE HIRE TALENT AND IT HAS AN IMPACT

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THE PRIZE

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A BANK COULD HAVE STARTED TRANSFERWISE AT ANY POINT IN THE

LAST 100 YEARS

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REFOCUSSING AN INDUSTRY FROM SHAREHOLDER VALUE TO CUSTOMER

VALUE IS HARD

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ONWARDS@nilanp