Letterman’s Guide to Product...
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Letterman’s Guide to Product Transformation A Top-10 List, Some Stories, and a Couple of Stupid Human Tricks (Alternate Title: Courageous Humility)
Transcript of Letterman’s Guide to Product...
Letterman’s Guide to Product TransformationA Top-10 List, Some Stories, and a Couple of Stupid Human Tricks
(Alternate Title: Courageous Humility)
Flow
WHO - Quick Intro WHY - Retail LandscapeHOW - Target’s Product TransformationWHAT - We’ve Learned So FarNEXT - A Few Challenges For You
Pete Slide
Why Change?Retail Landscape
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3
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25%
75%
2015
20%
80%
201730 Years of Accidental Architecture
• Highly Customized Vendor Solutions• Mess of Mainframe Apps • Silo’d Solutions for Enterprise Problems
800+ Projects
Intellectual Property Ownership = Low Contractors & Employees
Meanwhile… in The Technology Org…
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Target is Not Alone
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HowTarget’s Product Transformation
The Evolution We’ve Experienced
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1. Initially: Heavy Tech Focus• HOLISTIC VIEW OF ARCHITECTURE• RIGOROUS PRIORITIZATION• ENGINEERING CULTURE• DEVOPS PIPELINE
The Evolution We’ve Experienced
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1. Initially: Heavy Tech Focus2. Big Emphasis on Agile Delivery Methods
Break Down the Work into Smaller Pieces Deliver More Frequently (2 Week Cycles) Constant Prioritization (Accepting Change) Increased Communication with the People Using the Tools
The Evolution We’ve Experienced (cont.)
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1. Heavy Tech Focus 2. Scrum / Agile Delivery Methods 3. Product Management Capabilities
What Do I Mean When I Say “Product”?
“The thing that we create that adds value for our customer.”
“Implications” - Pete1. We know who our customers are2. We understand what is valuable to them 3. We understand the ecosystem within which our product sits4. We = a cross-functional team, a collection of necessary skills
- David Hussman
The Product Team • Product Management
• “Build the right thing”• Responsible for value • Owns product vision & prioritization
• Engineering• ”Builds the thing right”• Responsible for quality• Owns feasibility
• UX/Design• Voice of the guest/ empathy• Responsible for usability• Owns Visual/Interaction Design
Valuable
FeasibleUsable
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NOT THIS
THIS
EMPATHY PASSION CURIOSITY HUMILITYBIAS
TOWARD ACTION
HUMOR ONE TEAM
FOR OUR• CUSTOMERS• TEAMMATES• STAKEHOLDERS• SHAREHOLDERS• PARTNERS
FOR • OUR PRODUCT• OUR ROLE• OUR DOMAIN• LEARNING • INNOVATION
ABOUT• PRODUCT IDEAS• WHAT’S NEXT• OUR PROFESSION• IMMERSIVE
LEARNING
WE• EMPOWER OUR TEAMS• OPERATE WITH
URGENCY• DO MORE THAN WE
TALK• EXPERIMENT• VALUE OUTCOMES
OVER OUTPUT• CHALLENGE EACH
OTHER TO GROW
WE ASSUME WE ARE WRONG UNTIL PROVEN RIGHT.
WE DON’T TAKE OURSELVES TOO
SERIOUSLY.
WE SELL STUFF THAT PEOPLE WANT AND SOMETIMES NEED.
WE HAVE FUN WORKING
TOGETHER.
WE RECOGNIZE THAT WE ARE PART
OF THE LARGER ENTERPRISE.
WE CANNOT SUCCEED AS STAND-
ALONE BUSINESS UNITS.
BUSINESS AND TECH ARE ONE IN THE
SAME.
Product Values*
*currently crowd-sourcing the next iteration
Product Work
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HOWWHATWHY
APPLY LEARNING
WHATWe’ve Been Learning(a top 10 list, storytelling, & some stupid human tricks)
10. Assume You’re Wrong. All The Time.
10. Assume You Are Wrong
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Thud.
Crap!
WooHoo!
OUR OUTCOMES*
* “Online Experiments at Microsoft, 2009” by Ron Kohavi, Thomas Crook, and Roger Longbotham
10. Assume You’re Wrong. All The Time.9. Know Why You Are Doing What You’re Doing
9. Know Why You’re Doing What You’re Doing
Old World Success New World SuccessFinish On Time, Under Budget… Accomplish a Specific Outcome
Transition Your Project to Support Implement as Little as Possible – Keep It
Check All of the Boxes (Cover Your Butt) Take Smart Risks, Validate Bets Quickly
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OKRs - Defining the DestinationWhat is an OKR? Objective + Key Result = OKR
ObjectiveAn inspirational and memorable qualitative description of what we want to achieve
Key ResultHow are we going to measure progress / success. • 2-5 per Objective• Quantitative & Measurable What is Conspicuously Absent Above?
9. Know Why You’re Doing What You’re Doing (cont.)
OKRs – KRs (outcomes) v. Activities (output)
Activities
Update Revised Checkout FlowCreate Recommendation EngineAutomate Feedback LoopImplement Slack Celebration FeatureRun 3 New Experiments
Key Results
Move Conversion from x% to y%Increase Average Basket from x$ to y$Maintain NPS of 65, Save x-hours Gathering Feedback Establish Referral Rate of x%A/B test our Hypotheses w/in x-amount of time
STUCK ON ACTIVITIES?
“WHY” is your friend.
9. Know Why You’re Doing What You’re Doing
FELIPE CASTRO CHRISTINA WODTKE
10. Assume You’re Wrong. All The Time.9. Know Why You Are Doing What You’re Doing 8. Create Community
10. Assume You’re Wrong. All The Time.9. Know Why You Are Doing What You’re Doing 8. Create Community 7. Use All The Things
7. Use All The Things
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DevOps adds quality and accountability while enabling automation in engineering; teams run what they build
and deploy continuously.
DOGMA FREE ZONE
Do NOT Get Married To any ONE of These.
Use What is Rightfor the Specific
Situation You are In.
That Assumes You (or Someone You Work
With) Understand Each
10. Assume You’re Wrong. All The Time.9. Know Why You Are Doing What You’re Doing 8. Create Community 7. Use All The Things
6a. Repeat Yourself (& Have Others Help You) 6b. No. Really. Repeat Yourself.
6. Repeat Yourself. Repeat Yourself. Repeat Yourself.
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Change Management = 6x, 6 Different WaysShare Little Successes & Fast Eff-UpsCommunity of PracticeNewsletterLeader SpeechCompany Intranet Article, BlogsConferenceStaff MeetingsRoad ShowsQuick Video Posts<insert your ideas here…>
THINK IN QUARTERS AND YEARS. NOT MONTHS.* *spoken from the perspective of a Fortune 50 change agent
10. Assume You’re Wrong. All The Time.9. Know Why You Are Doing What You’re Doing 8. Create Community7. Use All The Things
6a. Repeat Yourself (& Have Others Remind You) 6b. Repeat Yourself (& Have Others Remind You)5. Take a Holistic View
5. Transformation Venn*
Team Support (OCM)
How(Tactics)
Org
Senior Leadership
Support
Full TeamAlignment
DevOpsCulture
Architectural Vision
Lead With Why(Mindsets) *Beta Version
Incentives
10. Assume You’re Wrong. All The Time.9. Know Why You Are Doing What You’re Doing 8. Create Community7. Use All The Things
6a. Repeat Yourself (& Have Others Remind You) 6b. Repeat Yourself (& Have Others Remind You)5. Take a Holistic View4. Hang Out w/People Smarter Than You
4. Hang Out With People Smarter Than You
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4. Hang Out With People Smarter Than You (cont)
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“You are the average of the five people you spend the most time with.” - Jim Rohn
“Be humble, ask people for their stories, get comfortable with discomfort, and seek your own answer.” – Pete
10. Assume You’re Wrong. All The Time.9. Know Why You Are Doing What You’re Doing 8. Create Community7. Use All The Things
6a. Repeat Yourself (& Have Others Remind You) 6b. Repeat Yourself (& Have Others Remind You)5. Take a Holistic View4. Hang Out w/People Smarter Than You 3. Expect & Accept Conflict
THE 3 COMPONENTS OF A GREAT STORY
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1. A CHARACTER THAT WANTS SOMETHING BIGGER THAN THEMSELVES2. THE CHARACTER HAS TO GO THRU CONFLICT TO GET IT3. A CLIMACTIC SCENE THAT RESOLVES THE STORY
10. Assume You’re Wrong. All The Time.9. Know Why You Are Doing What You’re Doing 8. Create Community7. Use All The Things
6a. Repeat Yourself (& Have Others Remind You) 6b. Repeat Yourself (& Have Others Remind You)5. Take a Holistic View4. Hang Out w/People Smarter Than You 3. Expect & Accept Conflict2. Be Prepared to Make Decisions1. “The Business” Isn’t a Thing
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DIFFERENT ANIMALS, SINGLE TEAM
1. “The Business” Isn’t a Thing
It’s “Our Business”Implications• Consider Organizing Differently• Consider New Ways to Incent• Everybody Can/Should Transform/Improve• “Full Stack” is Bigger Than Tech
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Why Should You Care
• Deloitte Stuff + Additional Research
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ACKNOWLEDGE THE NEED FOR CHANGEDRIVE - GET PROACTIVELY INVOLVED LEARN FROM THOSE THAT HAVE BEEN THEREDISRUPT YOURSELVESHAVE A BLAST DOING IT
It takes humble courage.
Challenges for Each of You
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BETTER OUTCOMES THRU EXPERIENTIAL LEARNING
CO-LOCATION SPACE COACHING TOOLS & ENGINEERING CONNECTORS
THANK YOU!
