For publishers the status quo of their business model is no longer acceptable, but how does a publishing company without any previous product management function introduce Lean within the enterprise? This talk will share how to introduce Lean in an environment with a limited understanding of the product management and give you methods for overcoming obstacles created by legacy corporate infrastructure.

1. NO PRODUCT LEANFrom
"
Adrian Jank
Product Director, Institutional Investor
@adrianjank

2. @adrianjank
Hi!

3. @adrianjank
Publication Overview
• Highly reputable financial trade
publication for institutional investors
• Known for their equity and fixed income
analyst rankings world-wide

4. @adrianjank
Publication Overview
• Highly reputable financial trade
publication for institutional investors
• Known for their equity and fixed income
analyst rankings world-wide
Product Team
• Organization in transition
• A matrixed organization with in a larger
matrixed organization

5. @adrianjank
Why this talk?

7. @adrianjank
My Assumptions
About You
(the audience)

11. @adrianjank
What I’ll share
• Tips on getting started
• Organizational experiments
• Overcoming obstacles

12. @adrianjank
Getting Started

13. Ready, set...

14. G.O.O.M.C.

15. @adrianjank
Initial Learnings
• Energized by idea of change
• Abundance of ideas but lack
prioritization
• Want to collaborate
• Difficulty reaching customers

16. Prioritize Your
Organizational Cruft

17. @adrianjank
Organizational
Experiments

19. EXPERIMENT #1
Financial
Education

20. @adrianjank
EXPERIMENT #1
Can the team start
to think LEAN on
their own?

21. @adrianjank
EXPERIMENT #1
hypothesis:
Discussing lean in a language
set familiar with stakeholders
would make the concept digestible
and desirable

22. @adrianjank
MIXED OUTCOMES
Lean vocabulary
quickly entered
into the lexicon,
particularly
assumption,
and “how can we
test xyz?”

23. @adrianjank
MIXED OUTCOMES
Lean vocabulary
quickly entered
into the lexicon,
particularly
assumption,
and “how can we
test xyz?”
Needed more
education on
applying lean.

24. @adrianjank
MIXED OUTCOMES
Lean vocabulary
quickly entered
into the lexicon,
particularly
assumption,
and “how can we
test xyz?”
Needed more
education on
applying lean.
Take time
to educate
stakeholders,
encourage those
who started
their own small
experiments.

25. EXPERIMENT #2
Inception

26. @adrianjank
EXPERIMENT #2
What happens when
the CEO creates the
experiment?

27. @adrianjank
EXPERIMENT #2
hypothesis:
If I can persuade our CEO to create
the first major experiment, then II can
make an important decision quickly
and confidently.

28. @adrianjank
SUCCESS!
Immediately
quelled an
uproar from
a particular
department

29. @adrianjank
SUCCESS!
Immediately
quelled an
uproar from
a particular
department
Results made
the next steps
clear

30. @adrianjank
SUCCESS!
Immediately
quelled an
uproar from
a particular
department
Results made
the next steps
clear
Got everyone
excited to see
results, and a
decision was made
with confidence

31. EXPERIMENT #3
KPIs

32. @adrianjank
EXPERIMENT #3
Can we choose
KPIs to help us
prioritize?

33. @adrianjank
EXPERIMENT #3
hypothesis:
If I can obtain early agreement
on meaningful KPIs through a
KPI workshop, prioritization will
become easier.

34. @adrianjank
FAIL
People came
into the room
biased.

35. @adrianjank
FAIL
People came
into the room
biased.
More education
on various
types of KPI
was needed.

36. @adrianjank
FAIL
People came
into the room
biased.
More education
on various
types of KPI
was needed.
Invested more
time guiding the
team to the KPIs
we are currently
focused on.

37. EXPERIMENT #4

38. @adrianjank
EXPERIMENT #4
What happens when a
large group sketches
a small piece of
functionality?

39. @adrianjank
EXPERIMENT #4
hypothesis:
Conducting a quick 60 minute
team Design Studio will increase
collaboration and will shorten our
implementation cycle.

40. @adrianjank
SUCCESS!
Team created a
UI experience

41. @adrianjank
SUCCESS!
Team created a
UI experience
Shorter
implementation

42. @adrianjank
SUCCESS!
Team created a
UI experience
Shorter
implementation
Empowered
developers

43. @adrianjank
Obstacles

44. WTF IS PRODUCT?

45. @adrianjank
WTF is product?
• Likely the first obstacle
• Be prepared to step on toes
• Diplomacy works
• “We’ve always done it this
way, and it’s not broken”

46. THE SILO EFFECT

47. @adrianjank
The Silo Effect
• Requires a deft touch
• Willingness to sacrifice
• Resist the urge to involve “dad”

48. DATA DYSFUNCTION

49. @adrianjank
Data Dysfunction
• Difficult obtaining/capturing data
• Lowers confidence level
• MUST be transparent
• Bribe the BI guy

50. THE PRODUCT
MANAGER’S DILEMMA

51. @adrianjank
The Product Manager’s Dilemma
• Business need to build vs.
Personal desire to understand
• Accept the process
• Take advantage of opportunities
• Create feedback loops

52. MULTIPLE METRICS,
ONE TEAM

53. @adrianjank
Multiple Metrics, One Team
• Push for as few as possible
• Related metrics
• Mechanism for prioritization

54. INCENTIVE SCHEMES

55. @adrianjank
Incentive Schemes
• Often misaligned
• Align your scheme first,
plan for everyone else second
• Short term loss, long term gain

56. THANK YOU
Adrian Jank
@adrianjank