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The leads of the product teams came together to organize the wish list of initiatives. They grouped the initiatives in terms of which themes each project supported and then stack-ranked them in terms of the contribution they believed each initiative would have—that is, they associated each initiative with the outcome they thought the work would create and showed how those outcomes would support the strategic goals expressed by leadership. They estimated head count for each initiative and sent the results to the finance experts, who correlated these plans with some of the major financial metrics they tracked and considered how the proposed work might impact results. When this was done, the plan was sent back up to the executives for review.
Sense and Respond
Jeff Gothelf, Josh Seiden
The concept of product discovery emerged because smart companies saw the waste in working this way. They wanted to ensure that they had sufficient evidence to believe that the solution they asked their engineers to build would successfully solve the customer or business problem it was intended to solve.
How do you organize this way? First you begin with the customer or user—whomever is consuming your product at the end of the day. What is the value that you are providing them? Then work backward. What are the touchpoints they have with your company on the way to receiving that value? Having identified these, how do you organize to optimize and streamline that journey for them? How do you optimize to provide more value, faster?
Escaping the Build Trap
Melissa Perri
...catch up on these, and many more highlights
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