The main problems in big companies are well known of product managers and entrepreneurs.
Ticketing culture,
loss of ownership and loss of empowerment (it's like nobody is never responsible for anything),
which all leads to big cycle and lead time.
Context :
We had all those problems when we started to build chooseyourboss.com within the biggest french web based classifieds company. our marketing team was working for 4, or 5 products at the same time. Their role wasn't always clear : were they working on the product? On the growth only?
Our sales were in the same situation : they had a big product making millions, and for most of them, were afraid to sell a new product without any 'proof' that it was going to make it.
I imagine that a lot of product managers and intrapreneurs have seen the same situations.
What helped us is a framework we crafted during 18 months, that we called experiments. Experiments are testable and measurable actions that allow to validate or invalidate assumptions and hypothesis we make everyday as product managers.
12. We built a team with the minimum set of skills
to tackle the problems.
13. No follow up. No measurement. No lessons.
No improvements.
14. [ex·per·i·ment] (/ikˈsperəmənt/) - noun
"A scientific procedure undertaken to make a discovery, test a hypothesis, or
demonstrate a known fact."
Synonyms : trial - test - try - attempt - essay - assay - tentative
15. Everything started with what we called
lessons learned. It was simple slide decks
containing shareable information, as metric
reports and objectives.
16. Hypothèse
Les candidats qui reviennent vont jusqu’au bout
MesureConclusion
1/3 de la base est réutilisable.
=> Effet déceptif + Profil déjà périmé ?
Mail On site
Open Rate
30 % 55%
Mails
240 240
Conversion rate
Tunnel
d’inscription fini
50% 40%
Visits
35 79
Bounce
30% 25%
Click rate
40 % 51%
Indicateur
Prévu Mesuré
28/03
17. We needed something better, as shareable,
but with more information, like the context,
the big picture solution, the actions taken,
the metric following, and still, the lessons
learned. We called this one
“experimentation”.
18. Expérimentations en cours
Contexte (Problème, Risque, Idée)
Acquisition SEM / SEO CANDIDAT RECRUTEUR
quali quanti
Opportunités
DMR non faite par recruteur
10% des candidats avec des offres
Envoyer des opportunités aux candidats
CANDIDAT RECRUTEUR
quali quanti
Nouvelles offres commerciales
Offre startup (com’ & positionnement produit)
Offre essai
Offre de stage Offre cab
RECRUTEUR
quali quanti
Commerciaux offline
Pas de réussites partagées
problème de confiance dans la solution
manque d’info au niveau des commerciaux, manque de feedback venant des commerciaux
RECRUTEUR
quali quanti
Commerciaux online
1 seul canal d’acquisition commercial, Commerciaux Offline
Manque d’offres, problème de confiance dans la solution
Développement du canal Offline
RECRUTEUR
quali quanti
Conférence + Matchmaking
Acquisition candidat + image de marque
Matchmaking / Conférence dans les écoles, les salons
CANDIDAT RECRUTEUR
quali quanti
Page 2
Page 3
Page 4
Page 5
Page 6
Page 7
Plan de contact
Base inactive / qualité des profils
RECRUTEUR
quali quanti
Page 8
19. Experimentation
Responsable : Vincent
Contributor(s) : Benoît Informed(s):
Context (Problem, Risk, Idea)
Envoyer offre en mode pro-actif
Pb : DMR non faite par recruteur, 10% des candidats avec des offres
Lessons learned
Les annonces Web Tech marchent très bien
Toulouse / Paris en tête
Les opportunités marchent mieux que les DMR.
Les candidats ne sont pas recontactés
Les recruteurs n’arrivent pas forcément à contacter les candidats.
Solution Big Picture
Envoie des matchings à 400 candidats
Si ils sont intéressés, on les propose aux recruteurs
Goals
Au 15/01
Candidat avec une offre
suggérée: 30%
Candidats intéressés : 400
Maiwenn : Tx d’ouverture
improve_profile 40%
Tx Rebond après improve
profile : max 20%
Current Metrics
434 dmr acceptées / 433
intéressées (7/02)
2079 acceptées dont 642 dmr
acceptées / 1437 intéressées
(18/03)
Maiwenn Tx d’ouverture
improve_profile 49%; (11/04)
+5%
Tx d’ouverture doublé (11/04)
Actions
• Suggestion automatique
• Plan de relance pour les opportunités automatisé
• Suggestion sur le profil public
• Améliorer le mail d’amélioration de profil
• Rediriger vers edition profil
• Template + objet
• Suggérer au candidat qui n’ont pas encore eu d’offres
20. The last thing we tried, that definitely is a
complement of the previous version, takes
into account the lack of follow up. It’s what
we called experiments. And it worked for us,
and definitely changed the way we worked
as a team.
21.
22.
23. We decided to organize our team around
“lessons learned” and “experiments”. And we
built the tools to support this new organization.
24. The measurable aspect of those experiments
gave ownership to people working on the
project.
The testable aspect helped us focus and align
the team around credible and written goals.
Follow experiments through time, weeks,
sometimes months helped us empower people
and make them accountable and responsible
for the whole product.
25. This was a long process 9 months.
We iterated. As everything in LS, we
explored, we pivoted to find what was right
for us.
Annex question : is the journey or the result what made our team
stronger?
( you have 4 hours ;) )
Who are we ? built 2 startups, failed one, one side, one building.Trying to use Lean Startup practices since 3 years, after reading Running Lean.Right now : building chooseyourboss as intrapreneurs, building tools for product managers.Important : we are not ayatollahs. At beginning, we were like “monkey see, monkey do”, now we’re a little more souple =) What is important to understand is that every context is different, every market, every product is different, so what we managed to do doesn’t necessarily apply to you. But we believe that there are some lessons here. So don’t forget : there is no “absolute truth”. Lean Startup just like Agile or Lean is a way of thinking, a discipline, not predefined rules to make you successful or not if you don’t follow them.
What we strongly believe in, after 3 years of practice in our own ventures, and also as product manager in big companies.
From the idea to the dollars, or at least the lessonslearned
As Lean intrapreneurs/Product Managers what do we want?Reduce the market risks
It is important to note that we started, at the really beginning, to build a minimum viable team, with all the skills needed to implement the product, from business to engineering
We needed to align this team around common measurable goals, and make them follow those ones, even after the “ticket” is “done”.We needed to kill this “DONE” paradigm. And give birth to a new “done
What we gained here?The measurable aspect of those experiments gave ownership to people working on the project. They understood that their actions will be checked, and a ticket done was ok, but done needed to be “KPI compliant”.Problem, no following, no improvements, but high power inshareability and understanding, + + lessons learned. A lot of informations were needed. Here for example, the marketing was looking at us saying : what was done exactly? It was more, by us, for us. NOT GOOD YET =)
This was the slide we were sharing to everyone every Thursday, available on dropbox. This was the high level view, with : The problems we were solvingThe segmentThe type of experimentation (quali/quanti)
What we gained here?Here, there is an indeniable testable aspect. Expliciting clearly the problem, having to write in a small box the big picture solution, and also, the mesurable goals made the people think small, testable and try things differently. This aspect helped us focus and align the team around credible and written goalsThe main problem here, is that it was definitely lacking follow up, and be able to understand what action change what metric sometimes. Plus, this was still too clunky.In ticketing organisations, one day you talk to someone, one other day to another one, for a various number of reasons. And while some experimentations were lasting weeks/months for some of them, people were coming back and saying we should do something we already did weeks back, and we were on for explanations why we wouldn’t do that, but without the “data proofs”, and the lessons learned of that time, which would have been seriously helpful.
What we gained here?The fact that you need to follow those “experiments” through time, weeks, sometimes months helped us empower people and make them accountable and responsible for the whole product. They understood that we were iterating on everything, constantly trying to improve, or kill, or create new things that would bring value to the customer. They were definitely still in the ticketing culture, but for operational purposes (who does what), but not for product management anymore.This definitely helped us to implicate the marketing way more than the other solutions, because anybody could come on the experiment and understand what happened, through time, and quite easily. Every action was linked to an incomeThis is not only actions on the mail but on the product itselfWe follow this mail + the landing + the high metrics > everything was shared with the sales to build up powerful presales speech for instance
