Building the right products for the right customers is much harder than it has to be. Traditional product development processes help build an initial product and constant testing and learning can provide the data to make better decisions—but how do you know if you’re trying to solve the right problem? Come learn why spending more time defining and prioritizing the problem your product is solving leads to better products.

1. Congratulations to our
Outperform Award Winners!
Most Dramatic
Business Impact
Most Customer-
Obsessed Company
Culture
Most Transformative
Innovation
Most Inspiring Social
Impact

2. 2
 Sessions today will be recorded and will be available after
Opticon
 Join the conversation on Twitter at #Opticon19
 Tell us how we’re doing! Give feedback and rate sessions
on the mobile app

3. Justin Dilley
Head of Product @ FullStory
How to Build Better Products by
Focusing on the Why

4. 4

5. “
”Parkinson’s Law of Triviality
Time spent on any one [product]
decision will be in inverse proportion to
the impact of the decision.

6. 6
Agenda

7. 7
Agenda

8. 8
Agenda

9. 9
How Product Management works today

10. 10
How Product Management should work

11. Define the Problem

12. “
”Albert Einstein
If I were given one hour to save the
planet, I would spend 59 minutes
defining the problem and one minute
resolving it.

13. “
”HBR Article
Organizations ask people to “think
outside the box,” but we should be
asking people to find more
descriptions of the box.

14. 14

15. 15
Simple = Solvable
Start with a simple statement…
“We are looking for X in order to achieve Y as
measured by Z.”
Start with a simple statement…
“We are looking for X in order to achieve Y as
measured by Z.”

16. 16

17. 17
Simple = Solvable
We need to integrate Face ID into our app
Because we want customers to log in
Because we know they’ll buy more
Because it’s more convenient
Because it takes them less time to buy
Why?
Why?
Why?
Why?
Why?

18. 18

19. 19
Customer Empathy
Game Film

20. 20
Simple = Solvable
...in order to achieve Y...
What is the benefit to the organization?
How does this fit with the companies strategy?
What constraints are we operating within?

21. 21

22. 22
Strategy ⧣ Roadmap

23. 23
Simple = Solvable
...as measured by Z.
You have to measure what matters. If
you can’t measure it, it won’t matter.

24. 24
Objectives & Key Results (OKRs)
Annual
Quarterly
Family

25. 25

26. Prioritize the Problem

27. 27
How to Prioritize Problems
Easy! Just focus on:
Solving big problems
Helping the most number of customers
The amount of impact

28. 28
Value-to-Effort 9 Block
1
5
4
2
6
8
3
7
9
Value
Effort
High
Low

29. 29
1
5
4
2
6
8
3
7
9
Small
Wins
Avoid at all
Costs
Focus Area
The Zone of
Indifference
Value-to-Effort 9 Block

30. 30
Feature A
Feature B
Feature C
Feature D
Potential Work Sprint / Cycle 1 Sprint / Cycle N...

31. Design, Develop, Test, Ship
(Repeat)

32. 32

33. 33

34. 34
Building Products With The Triad

35. 35

36. 36
The Suck Less Cycle
DOGMA PRODUCT
INSIGHTS
Design
Build
Ship
Observe
Support
Analyze
Learn
Assimilate
Update

37. 37
The Suck Less Cycle
DOGMA
Design
Build
Ship

38. 38
PRODUCT
Observe
Support
Analyze
The Suck Less Cycle

39. 39
INSIGHTS
Learn
Assimilate
Update
The Suck Less Cycle

40. “
”Alvin Toffler
The illiterate of the 21st century will not
be those who cannot read and write,
but those who cannot learn, unlearn,
and relearn.

41. Q&A

42. Thank you!

43. Up Next…
 Lunch now being served in the Expo Hall
 Head to the blue tables during lunch for Industry Roundtables
 Lunchtime hands-on feature flags workshop in Yerba Buena 5-
6 at 1pm