The Innovation Engine, Andrew Breen, American Express

2. Who am I? Studied CS, Human- Computer Interaction and Business Founder or early leader at 8 tech startups Spent 20+ years building tech products as an engineer and now leading product Five years at Palm Learning a lot building iterative software in a hardware process Currently at American Express Where I’ve been asked to build a lean startup inside the enterprise Professor (adjunct) @ NYU Stern Teaching technology product management and innovation using lean Advisor for VCs/startups as well as large orgs on innovation & product development Copyright 2015-6 Andrew Breen

16. Ideas are currency because execution is difﬁcult Siloed organizations lead to overlap or gaps in responsibilities Alignment is needed for nearly all decisions Middle management has no incentive to change and protects their ﬁefdoms “You want to test what?” Sales & marketing shields customers and the brand from experiments Copyright 2015-6 Andrew Breen

17. IT is stuck in its ways and largely dependent on vendors Big regression risk means high analysis and testing overhead “Let’s all become Agile!” might not be the right decision Stack ranking or similar performance systems punish risk taking and drive self interested behaviors The culture does not accept failure Copyright 2015-6 Andrew Breen

22. Copyright 2015-6 Andrew Breen Optimization Engine Known needs & solutions Predictable Big bets with plans Enhance Improve Innovation Engine Unknown needs & solutions Non-linear Small bets with hypotheses Develop Invent

23. Copyright 2015-6 Andrew Breen Optimization Engine Known needs & solutions Predictable Big bets with plans Enhance Improve Innovation Engine Unknown needs & solutions Non-linear Small bets with hypotheses Develop Invent 60% 30% 10% Low risk, operate Iterate existing products Existing customers with known needs Medium risk New solutions for existing needs under existing model High risk Disruptive New needs & models Lab? Existing Product Journeys Goals Experimentation, leverage, purpose, new KPIEfficiency, optimization, CSat, company KPI Focus

24. Copyright 2015-6 Andrew Breen Optimization Engine Known needs & solutions Predictable Big bets with plans Enhance Improve Innovation Engine Unknown needs & solutions Non-linear Small bets with hypotheses Develop Invent 60% 30% 10% Low risk, operate Iterate existing products Existing customers with known needs Medium risk New solutions for existing needs under existing model High risk Disruptive New needs & models Lab? Existing Product Journeys Goals Experimentation, leverage, purpose, new KPIEfficiency, optimization, CSat, company KPI Focus Key coordination point

27. However, its a unique skill and mindset as 2/3rds+ of your hypotheses are never going to be realized Innovation engine people have to be highly collaborative and willing to take on risk Copyright 2015-6 Andrew Breen

31. Put people who are more product operational in the 60% optimization engine and those open to risk in the innovation engine Lay out your top level product journeys as the key organizing paradigm (for 60% and 30%) Kill any notion of a web or mobile strategy Find a place for the 10% (a lab?) Copyright 2015-6 Andrew Breen

32. Make sure your functional organization is not making teams operate waterfall How about ﬂipping the strong-weak axis to the product team? Product Team Design Team Engineering Team Copyright 2015-6 Andrew Breen

33. Consider a “squad” model P P P P D D D D E E E E Product Team Design Team Engineering Team FunctionalModel “Project” Team SquadModel P D E Product Squad A P D E Product Squad B P D E Product Squad C Copyright 2015-6 Andrew Breen

34. Walter Isaacson explains, "The lesson of Bell Labs is that most feats of sustained innovation cannot and do not occur in an iconic garage or the workshop of an ingenious inventor. They occur when people of diverse talents, mind-sets and expertise are brought together, preferably in close physical proximity where they can have frequent meetings and serendipitous encounters.” Copyright 2015-6 Andrew Breen

36. Experiment across iterative cycles Prototype Problem & concept validation mostly using qualitative techniques (e.g. 10-50 in-person sessions) Proof-of-Concept Solution validation using qualitative & quantitative techniques (5,000-10,000 users in controlled env) Production Scaled solution validation using mostly quantitative measures (released to full user base) Max 90 days Max 90 days Max 90 days Copyright 2015-6 Andrew Breen

37. Make sure your performance review system is driving the right behavior Most corporate review systems are designed as annual review of individual performance… that’s a problem Copyright 2015-6 Andrew Breen

38. Focus on group goals in short iterative cycles Company goals + Product KPI = Personal OKRs Espouse hypothesis testing and make it transparent and part of reviews Change employee evaluations from delivery to product performance (and learnings) Separate reviews from comp and promotional cycles Copyright 2015-6 Andrew Breen

40. Resources: capital and support functions Brand: ability to leverage an existing brand (but also be bound by it) Customers: millions of installed, active and loyal customers to test with Copyright 2015-6 Andrew Breen

41. Some things that help A product and process you can give to others Real transparency and free ﬂow of communication (no information hiding to preserve power) Constantly reviewing, iterating and adapting the process itself Integrate your subject matter experts and support roles into your process A foil Copyright 2015-6 Andrew Breen Exec sponsorship & IT buy-in with strong relationships across the organization A like-minded tight team: they’ll face many hurdles (regularly read the Agile manifesto) A challenging product problem the company hasn’t been able to execute against

46. 1.  Empathize with and advocate for the user focusing on their need 2.  Know if you’re ﬁnding the user need or the solution for the need 3.  Don’t plan, establish a vision and build 4.  Deﬁne and drive toward your KPI 5.  Simplify everything: products and process 6.  Prioritize on user need, biz impact and constraints (in that order) 7.  De-risk your product by minimizing unknowns 8.  Validate don’t speculate (as early and often as you can) 9.  Iterate toward the vision but work on today...one thing at a time 10.  Show don’t tell 11.  Push, pivot or kill (no sacred cows) 12.  Launch it and love it...own it (release is a step not a goal) 13.  Organize by skills not roles and stay small 14.  Engage stakeholders for advice and action, early and often 15.  Communicate actively, passively and transparently 16.  Manage by supporting (don’t command) Copyright 2015-6 Andrew Breen

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