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Daniel A
1. CENTRALIZED PRODUCT TEAMS:
HOW TO TRANSFORM YOUR PMs FROM
ORDER TAKERS INTO THOUGHT
LEADERS
Daniel Alvarez
VP, Product & Design
2. Our journey for the next 30mins
PMs: Ideal vs.
Reality
Centralized vs
Decentralized
Transformation
in 5 steps
OPTIMISM
PESIMISM
TIME
Conclusion
Start
16. Our team covers 40+ different local TV
stations across the US
17. A centralized approach makes sense for
us because…
• We have a relative small footprint of digital resources
in some stations
• Allows our stations to share solutions to common
problems
• Allows us to test in smaller markets and scale the
features that work
23. Evaluate all features/products launched
over the past quarter to a year
Feature 1
Feature 2
Feature 3
Feature N
Where did the need for this feature
originate? Stakeholder Request or
from the Product Team
24. You should arrive at something along
these lines
Q1 Q2 Q3 Q4
Stakeholder
Request
Product
Team
80% 90% 70% 95%
20% 10% 30% 5%
27. #2.1 STREAMLINE YOUR INTAKE
CHANNELS FOR REQUESTS
(ONE CHANNEL TO RULE THEM ALL)
28. You usually encounter this situation
The drive-by
Slack messages
The urgent email
Hallway convo
The overwhelmed PM The developers
29. You must establish a single point for
intake of all requests from stakeholders
slackbot
• Structured
• Trackable
• Easy to find
30. A unified intake allows the PMs to have a
view on all the asks in one place
Product
Intake
Analyze all requests Cohesive vision Happier PMs
31. Other benefits of the Unified Intake
include:
• Makes people stop and think!
• Allows you to shape the conversation
32. Important things to keep in mind:
• Set clear expectations for response times (SLA)
• Allow room for exceptions, with clear guidelines
• Be very strict about it
34. Take inputs paired with our Goals and
Themes to come up with features/epics
Roadmap Inputs Roadmap Outputs
Product
Intake
35. Long list of items is taken through a set
of filters
Validation Prioritization Balance
36. Validation: We start with this initial set
of questions
1.What problem are we trying to solve? From user perspective
2.What experience will we build to solve it?
3.Who is our audience for this product?
4.How will we measure success? (metrics)
5.How big is the opportunity? (market size)
6.What alternatives are out there now? (competition)
7.Why is our solution better? (differentiator)
8.Why now? (market window)
9.How will you take this to market? (GTM)
10.What other factors are critical to success?
11.What is the high level plan?
12.These are a lot of questions, are you still reading?
37. Validation: and then we drill down some
more
1.Does it fit with the product vision?
2.Will it still matter in five years?
3.Will everyone benefit from it?
4.Will it improve, complement, or innovate on the existing workflow?
5.Does it grow the business?
6.Will it generate new, meaningful engagement?
7.If it succeeds, can we support and afford it?
8.Can we design it so that reward is greater than effort?
9.Can we do it well?
10.Can we scope it well?
48. A GOOD PM TEAM
WILL PUSH DESIGN
TO FLY HIGH, WHILE
STAYING GROUNDED
ON ENGINEERING
DESIGN
PRODUCT
ENGINEERIN
G
49. Establish clear goals for your team
Set long term
vision
Set Individual
Goals
Now Goal
Stakeholder
Request
80% 70%
Product
Team
20% 30%Increase Product
Contribution %
50. Incentivize ideas from within
Brainstorming
sessions
Design Thinking
Workshops
Empower the
team
52. Ideas are useless if you can’t execute
them
• Build, measure, learn
• A/B Testing
• User Testing
• And so on…
THE PM EXECUTION
BLACK BOX
IDEAS NEW SHINY
PRODUCT!
54. Combat pushback by communicating
your progress early and often
TRANSFORMATION
METRICS
RESISTANCE
TO CHANGE
LAUNCHES
LEARNINGS
PM STAKEHOLDER
55. Evangelize the role of ProductPM
• Explain what product is (and what it is
not)
• Bring people into your thought
process for decision making
• Talk to anyone who listens!
• Rinse and Repeat