Creating Irresistible Products in 4 Steps by Google Product Leader
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Main Takeaways: - Why do some products die off and others take off? - What are the 4 key disciplines of product management and how do they maximize the chance that your product will deliver value? - How can you master the 4 key disciplines and become in the top 10% of PMs?
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Creating Irresistible Products in 4 Steps by Google Product Leader
- 1. JM Coaching & Training © 2020 www.productschool.com Creating Irresistible Products in 4 Steps by Google Product Leader
- 2. CERTIFICATES Your Product Management Certificate Path Product Leadership Certificate™ Full Stack Product Management Certificate™ Product Management Certificate™ 20 HOURS 40 HOURS 40 HOURS
- 3. Corporate Training Level up your team’s Product Management skills
- 4. Free Product Management Resources BOOKS EVENTS JOB PORTAL COMMUNITIES bit.ly/product_resources COURSES
- 5. Create Irresistible Products in Four Steps Dave Mohl a Product Manager, Google 1
- 6. Agenda About me Why consider listening Primary job of a PM The 4 steps Application Resources 2 Broad topic
- 7. 3 About me I’ve had the privilege of working as a PM for 17 years at a broad range of companies My early days… My big company days.. My startup days.. My return to big tech…
- 8. 4 “So what. Why should I listen to you?”
- 9. 5 Data Plans $14B service revenue in 2020 3rd Party Sellers $81B revenue in 2020 Local Services $3B yearly revenue trajectory
- 10. 6 “Wait. But that doesn’t even make me remotely quali fi ed to give this talk.”
- 12. 8 “It’s because I’m a failure.”
- 13. 9 Airborne Laser Plane X-32 Jet Engine Engine Ford S/C Thunderbird Car Amazon Seller Desktop Software GoSmart Mobile Wireless Service Flywheel Taxi Mobile App Clippit App Mobile App iZora Drone Drone Logitech Pop Smart Device Logitech Harmony Smart Device Google Instant Quotes Web Feature Virtual Mechanic Software Shopdora Software Mortio Software Zyclone Fitness Fitness Center Icebeast Sporting Goods FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE FAILURE
- 14. 10 “Failure is so important. We speak about success all the time. But it is the ability to use or resist failure that often leads to great success.” - J.K. Rawlings
- 15. 11 Airborne Laser GoSmart Mobile Logitech Pop Virtual Mechanic FAILURE FAILURE FAILURE FAILURE What works What doesn’t work The 4 steps
- 16. 12 “A great product manager generates at least 100x the value they are paid.” - Dave Mohla’s Bold Claim
- 17. 13 Mastering these skills makes you valuable at virtually any company
- 19. 15 What is an irresistible product? Feasible Desirable Viable You build it Customers want it You make money o ff it
- 20. 16 If it’s so easy then why do so many products fail? Execution Risk Market Risk Financial Risk You can’t build it Customers don’t want it You don’t make money o ff it
- 21. 17 Your primary job as a PM is to eliminate these risks PM Eliminate Execution Risk: You can’t build it Market Risk: Customers don’t want it Financial Risk: You don’t make money o ff it
- 22. 18 To do that, we have the 4 steps
- 23. 19 The 4 steps Iterate 1. Vision 2. Design 3. Execute 4. Learn
- 24. 20 How they prevent failure Vision Design Execute Learn Execution Risk Market Risk Financial Risk Provide clarity on what to build Build e ffi ciently Pursue only what customers want Test that customers want your product Learn from customers and iterate Project how you will make money Measure your results and iterate Obtain enough resources Know exactly what to build next Ensure your product is high quality Ensure engineering has clear direction Keep engineering costs down
- 25. 21 Let’s go through each step in more detail
- 26. 22 Vision Team Product Manager Researcher Executive Sponsor Investors Objective Paint a clear picture of the problem, solution, customer and value you’re delivering
- 27. 23 The vision process Identify customer jobs Paint the vision Share the vision Your customer is hiring your product to get a job done (e.g. get a job as a PM) and has selection criteria (e.g. fast, fun, easy). You want to design a product that performs the job better than other alternatives. Approach: • Identify Jobs • Identify Selection Criteria Clearly describe the problem you’re solving, your solution, why it’s better than existing alternatives, who would use it, and how you make money. Elements: • Problem • Solution • Customer • Market Opportunity • Financials • Team Share your vision with team members, address their concerns, explain why it’s important, and get them to rally behind it. Team Members to Rally: • Executives Sponsor • Managers • UX • Engineering • QA • Marketing • Sales • Operations
- 28. 24 “A cross-functional team with a shared vision makes the impossible possible.” - Dave Mohla
- 29. 25 Design Objective Turn your vision into clear instructions to engineering describing exactly what to build Team Product Manager Researcher Designer Engineers
- 30. 26 The design process Decide Prototype De fi ne Decide exactly how your solution will work. Tools: • Product Questions - list out all the decisions you need to make, all the possible solutions, and your recommendation; then walk through them with the cross-functional team to decide on each of them Test your solution with customers and continue to iterate until it is valuable to them. Tools: • Inspiration • Mockups • Prototype • User Studies • Iteration De fi ne your solution in detail so that engineering can build it without any ambiguity. Tools: • Mockups • User Flow • User Stories
- 31. 27 “The design step has distinct two phases: a) iterating on your solution until your customers love it and then b) specifying your solution so its crystal clear what to build.” - Dave Mohla
- 32. 28 Execution Team Product Manager Engineers QA Objective Build your solution e ffi ciently and at high quality
- 33. 29 The execution process Develop Test Resolve Build your solution as e ffi ciently as possible. Tools: • Backlog • Sprint Planning • Sprints Ensure your solution works exactly as you speci fi ed. Tools: • Continuous Releases • Story Veri fi cation • End-to-End Testing Resolve any issues your engineers raise so they have clear direction and are never blocked. Approach • Issue Identi fi cation • Solution Options • Solution Decision
- 34. 30 “In the execution step, your goal is to ensure your engineers can build your solution as ef fi ciently and at as a high quality level as possible.” - Dave Mohla
- 35. 31 Learn Objective Measure whether your solution has delivered on its intended objectives and then course correct Team Product Manager Data Analyst Researcher
- 36. 32 The learning process Measure Analyze Update Measure all the assumptions in your vision. Tools: • Metrics • Dashboards • Reports • Customer Surveys • Sales Feedback Understand exactly how your solution is working and know what to do to improve it. Tools: • Deep Dive Analyses • Event Tracking • SQL Database Querying • Spreadsheet Analysis • Database Visualization Incorporate your learnings into your roadmap and use those to launch subsequent releases of your product that. Approach • Updated Vision • Updated Design • Roadmap • Releases
- 37. 33 “The learn step is where you determine whether your original hypothesis is correct and then adjust based on your learnings.” - Dave Mohla
- 38. 34 Iteration is key Vision Design Execute Learn The more iterations you can do and the faster you can do them, the sooner you can narrow in on a product that customers love and delivers on your business goals Iterate
- 39. 35 Let’s apply this to a product
- 40. 36 Zendesk Insights • Let’s say you’re the PM for Zendesk Insights • Zendesk is an online tool for tracking and resolving customer issues via tickets • You want to enable Zendesk customers to get deeper insight into their customer interactions
- 41. 37 The steps applied • Identify the customer jobs (e.g. understand how customers are interacting with us, know what to change) and selection criteria • Research existing solutions and customer pain points • Create vision deck with the jobs, problem, solution, customer, business model, and revenue opportunity • Generate inspiration from other reporting dashboards • Create mocks and prototypes of experience that deliver on jobs and selection criteria • Test prototypes with users and iterate and improve them • Create fi nal mocks and stories detailing your solution • Create backlog of stories in priority order • Plan weekly sprints to tackle stories in chunks • Continually release builds as features are developed • Test and verify all the stories have been met • Resolve any issues or questions that any engineers have Vision Design Execute Learn • Track key metrics related to the adoption, revenue, and usage of your product • Perform analyses to understand exactly how users use product • Run surveys with customers to get feedback • Plan subsequent versions of product based on feedback
- 42. 38 How the steps are practiced Vision Design Execute Learn Working Backwards Doc with Press Release & FAQ Strategy Deck Investor Pitch Mocks Mocks Prototype User Testing Mocks Technical Design Product Requirements Doc (PRD) TPgM User Stories Sprints Backlog Product Requirements Doc (PRD) OKRs Metrics Reports Weekly Metrics Meetings In-House Dashboards In-House Logging In-House Tools 3rd Party Dashboards 3rd Party Logging 3rd Party Tools Done especially well
- 43. 39
- 44. 40 Resources • Vision • Design • Learn • Vision • Design • Vision • Design • Learn • Iterate • Design • Execute
- 45. 41 Best PM’s I know • Vision • Design • Iterate • Vision • Learn • Iterate • Vision • Design • Learn • Iterate Steve Jobs Je ff Bezos Elon Musk James Dyson • Vision • Design • Learn • Iterate Apple Amazon Tesla, SpaceX Dyson
- 46. 42 Thank You
- 47. www.productschool.com Part-time Product Management Training Courses and Corporate Training