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Indeed, this is what has happened at AutoTrader UK, where teams are no longer funded annually to build a set of features. Instead, the organization now checks in with each team on a quarterly basis to see how it’s tracking against initiative goals. Initiative goals are quantitative and based on changing customer behavior in some way that benefits the business. Teams get funded to change these behaviors, one quarter at a time. As the quarter nears its end the company assesses, with the team, whether it’s worthwhile to continue working toward those outcomes. If so, the team gets another quarter’s worth of runway. If not, it moves on to a new initiative.
Sense and Respond
Jeff Gothelf, Josh Seiden
Yet often, we plan our features and manage our business cycles as if we know exactly what’s going to work. We manage by specifying outputs—what we’ll make. Instead, we need to focus on outcomes: management needs to declare the business outcomes they wish to achieve and then set up their teams to figure out how to get there.
Sense and Respond
Jeff Gothelf, Josh Seiden
Create two-way conversations. Digital technology has given us the new ability to have two-way conversations with our markets and our customers. What does the market want? And by market here, we mean people... Understanding the unexpressed and unmet needs of the people who are using our products, services, and technology is the key to unlocking value.
Sense and Respond
Jeff Gothelf, Josh Seiden
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