producttank ams - werkspot product culture - antonio van der weel
TRANSCRIPT
Antonio van der WeelFeb 2017
How we created our product culture at Werkspot / Instapro
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Product-first company culture
Our Management Team background
Product at the center of the Management Team
ChiefStrategyOfficerChiefProductOfficerChiefMarketing&Sales
CEO
Scaling our company culture
Howdowekeepourgreatcultureandatmosphere,whilegrowingfastfrom70to140employeeswithin2years?
Make Core values explicit
Inspiredby:Netflixhttp://www.slideshare.net/reed2001/culture-1798664Kayako https://medium.com/life-at-kayako/capturing-and-scaling-startup-values-2c8a84731acc#.xzxf24oge
Risksifyoudon’tmakevaluesexplicitwhilegrowing:§ Hiringthewrongpeople§ Teamswithdifferentcultures§ Unclearwhatbehaviortorecognizeandreward
Hiring the right people
§ Youcan’tteachvaluestopeople
§ Seriouspartofrecruiting(cultureinterview)
§ Performanceofanindividualdeveloperisnotthesameasteamperformance
Image:integreatleadership.com
Objective driven product teams
How wedo things How wedon’t dothingsAgileAgilehelpsteamsrespondtounpredictabilitythroughincremental,iterativeworkandfeedback.
WaterfallWedon’tupfrontdefine andscheduleintodetailforalongperiod(likeayear)everythingwewanttodo.
LeanThecoreofLeanmethodologyisabuild-measure-learn feedbackloopbasedonaminimalviableproduct(MVP)approach.
Heavy research&assumptionsWedon’tdoveryheavyresearchupfrontanddefineourrequirementsbasedonassumptionsofthis.
ProblemandopportunitydrivenWestartwithfindingout anddefininga(user)problemtobesolved.
Solution drivenWedon’tstartwithdefining features, theyarearesultofaspecificproblemwewanttosolve.
FocusonuservalueStartwiththeneedoftheuser. Businessresultswillfollowwhendoingthingsright.
FinancialdrivenWedon’tstartwithourfinancial goalsbutwestartwithuserneeds.Wearenotblindforbusinessgoalsbuttheyarearesult,notthegoal.
OwnershipOurproduct developmentdepartmenthasownershipandmandatetofindthebestsolutionforthegivenobjectives.
Topdown solutionsWedon’tdictatesolutionsonwhatorhowtodothingsbymanagement(butsteeronobjectivesandkeyresults)
How we do product development
OKRs: Objectives & Key Results
EXAMPLEOKRsQ12017Objective:IncreaseuserbaseKeyResults:1. Increasedailypageviewsto1,0002. Totalmonthlynewusersto10,000
§ Objectivesareambitious(80%reachable)§ KeyResultsaremeasurable(SMART)§ OKRsarepublic
7Geese to track OKRs and recognize core values
How we go from company mission to stories
CompanymissionEasiest&mostreliablewaytoarrangehomeservices
StrategictracksMakeiteasierforServiceProfessionaltowinjobs
Objectives&keyresultsImprovedmatching>Win-rateimprovedby25%
EpicsMatchingsettingsduringonboarding
Releases/storiesTBDbyscrumteam
Inspiredby:Intercom:https://blog.intercom.com/how-we-build-software/Spotify:https://dl.dropboxusercontent.com/u/1018963/Articles/HowSpotifyBuildsProducts.pdf
Yearlyupdated
quarterly
quarterly
Epics
Leading your team by objectives & vision
Epicstoriesfocusontheobjectiveandresults.Startquarterwithvisionpresentation§ Helpstokeepsteamfocusedondoingimpactfulthings
§ Leavesspaceopenforteaminputonsolutions
§ Guidesteamonscopequestions
Image:illustratedagile.com
Challenges of working objective driven
§ DelicatebalancebetweentoospecificandtoobroadKeyResults,enoughspaceneededtopivot
§ CanyoubetrulyleanifOKRsendwithinthequarter?Limitsabilitytoiterate
§ Investors/managementneedstolearnthereisnoanswerto‘whatwillyoubuildthisyear?’.Wecreatequarterlyshort-termproductroadmaps,basedonlong-termstrategicobjectives
Ask Me Anything
antonio van der weel