product = people
TRANSCRIPT
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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