leading the product 2017 - ken chin
TRANSCRIPT
Leading The Product 2017Speaker SlidesMelbourne, Australia
Ken ChinSEEK
For more information go to
www.leadingtheproduct.com
InfluenceA Product Managers Guide
Kenneth ChinChief Product Officer
SEEK Asia
F r u s t r a t i o n
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InfluenceA Product Managers Guide
Kenneth ChinChief Product Officer
SEEK Asia
⌵
S e t t i n g u p t e a m s f o r s u c c e s s
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Personal Influence
9
Strategic Influence
Structural Influence
10
Strategic InfluenceHow Design Can Influence Strategy
F r u s t r a t i o n
11
Customer Led vs Business Led
Design teams Strategy teams
Start-ups Enterprise
Customer Problem Growth / Defensibility
Ethnographic Research Data / Trends
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Customer Led vs Business Led
Design teams Strategy teams
Start-ups Enterprise
Customer Problem Growth / Defensibility
Ethnographic Research Data / Trends
Empathy Analytical
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Customer vs Business Value
Cu
sto
me
r V
alu
e
Business Value
High
Low
Low High
Struggle to
Monetize
Successful
Products
AvoidStruggle
to Scale
✓?
✗ ?
D es i gn i s a Spec t rum
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Lean Canvas
Strategic Design
Customer Discovery
• Who is the customer
• What are their needs
• What is our value
proposition
• Possible Solutions
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Strategic Design Frames Product Strategy“Are we solving the right customer problem in the first place?”
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Don’t fight it. Don’t expect them to know
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Jobs to Be DoneA tool for reframing strategic design as a core element
of strategy
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Customer vs Business Value
Cu
sto
me
r V
alu
e
Business Value
High
Low
Low High
Struggle to
Monetize
Successful
Products
AvoidStruggle
to Scale
✓?
✗ ?
Jobs to Be DoneWhy is it effective?
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Customer
Focus
Strategy Designing
Customer
Value
Proposition
Is Strategic
Jobs to Be DoneIntroducing it to the organisation
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Strategic InfluenceAn ongoing journey
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Structural
Influence
Providing a structure and
framework in which product
decisions are made
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SEEK Asia
Hong Kong, Vietnam, Thailand, Philippines, Malaysia, Singapore & Indonesia
First RestructureInitiative Teams
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Second Restructure
Fixed Capacity Model
• Constrain WIP
• Fixed number of teams
• Standard size teams
• Domain & Initiative teams
Enterprise Backlog
• Force trade-off decisions
• Agile Portfolio Planning
• Collaborative but CPO has final call
Flow the work through the teams,
Instead of assigning teams to the work
How did we implement
Leadership
• Very little objection to a clear plan with defined benefits
• Restructuring the Product Delivery Group was within our remit
Execution
• Transition to new structure by location over 9-10 months
• Co-ordinated across the Product Delivery Leadership team
• Defining the domains with the teams was the most difficult part
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SEEK Asia Team Structure16 Product Delivery Teams
Candidate Hirer Initiative Platform
4 Teams 3 Teams 6 Teams 3 Teams
Candidate & Hirer domain teams optimise the customer experience, have
clear KPI’s & metrics & manage their own backlog
Initiative teams burn down on the Enterprise Backlog. Generally they are
implementing larger initiatives that could span across domains
SEEK Asia Enterprise Backlog FY2018
# Initiative Description Objective Customer Value* Business Value* Estimated Effort** Status^
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2
3
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S e t t i n g u p t e a m s f o r s u c c e s s
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