Demystifying the product black box

9 Jan 2020

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Demystifying the product black box

  1. 12/12/2019 D-Code
  2. PaymentIntroduction Created in mid-2015 Marketplace connecting temp workers and companies Available in 14 cities in France - 100+ employees, 30+ in Product Team Big bet on product, first team built React/redux, Golang, Swift & Kotlin, AWS, Gitlab, Docker, etc.
  3. PaymentIntroduction × Hugo Michalski Currently CT(P)O @ Side. First, developer as the only technical founder, now leading Product Team with tech, product management, design and data. Responsibility: translate vision and business opportunities into a tangible product while maxing out Side's Product Team efficiency & impact.
  4. PaymentIntroduction Have you ever been told: - "Am I really more than an executant?" - "Does tech really understand our business challenges?" - "I feel like most of my time is spent reporting" - "How can I be more informed, impactful and aligned with customer need?" - "But what have they done, really, in the product?" - "Why do they need so much time just to add a button?" Explaining the Product
  5. PaymentQ1: Internals "Product black box"
  6. PaymentIntroduction Q1: How do I drive my team? → What to put in place in my team to keep them on edge with the business Q2: How do I communicate externally? → Excom, investors, users, insiders Demystifying the black box
  7. PaymentQ1: Internals Define your roles
  8. Organisation - What is PM? PO? What about QA, UX, PMM? - Do I need these roles today? - Who is taking this responsibility for now? - Does it scale? - What happens between ideation and adoption? - Is my current organisation still efficient when we'll be 5 times more? - How can I scale nicely with more typologies of users, employees, usecases? Even if you don't have a FT employee for some of these roles, it's never too early to map them in your organisation
  9. PaymentQ1: Internals Build your execution flow
  10. Roadmap
  11. - Ratio between commitment and what was delivered - Normal set at 75% to go after stretch - Breakdown for the whole team, each squad, each individual - Monitoring tool for the team to understand and act on positive or negative deviations → Looker + Asana (API) → 1w sprints → Time estimations on tickets → Follow scrum rituals PaymentVelocity Velocity
  12. PaymentQ1: Internals Build your org-chart
  13. PaymentOrganisation
  14. PaymentQ1: Internals Don't give up on the vision (& the business)
  15. Vision No, reading a report every quarter won't save you → Go to client meetings, have your team go too → Handle your customer support (with shifts) → Talk to the people facing users → Never assume that your team and you are equally informed → Repeat over & over the context 7x (weekly team points) → All features deserve context → Workshops with the team (quarterly) Be quali & quanti A product doesn't sell by itself, and doesn't sell at all when disconnected from business
  16. PaymentQ1: Internals Driven team with Impact
  17. PaymentQ2: Externals Overcommunicate & Sync
  18. PaymentOvercom' No, people don't read the documentation → Roadmap timeline → Train teams with materials to help them better perform → Repeat yourself (7x) → Sell your product → Keep it simple and visual, market your points → Product Newsletters (investors, internal, users) Be pragmatic You are ultimately responsible for what was invested in a feature, discovery is as important as rolling it out
  19. PaymentOvercom'
  20. PaymentSync' Know what's happening in other BUs → How do you plan to grow, who does what and when. Be macro → User interviews, CRM data, BI reports → Quarterly strat-plan, alignment with excom, focus on a few key points rather than trying to do everything → Asana Project for 1:1s with all your stakeholders, be stubborn with, it must become a norm Sync yourself Sync is timely, predictable and simple. Tools should be as scarce as possible
  21. PaymentSync'
  22. PaymentQ2: Externals Transparent Execution & Impact Build Trust
  23. Thanks! Don't hesitate to reach out at